Insights

Project managers can’t treat all environments the same. In complex environments, tension exists between stable objectives and organisations’ ability to deliver using traditional methodologies. Operating assumptions such as strong logistics, adequate technical capacity, and stable regulatory environments do not hold in conflict and post-conflict areas, which alter or destroy supply lines, incite human capital flight, and give large skilled contractors reason to question workin

Humanitarian organisations invest considerable time and energy determining what technical capacity a programme needs. They give considerably less attention to ensuring their organisational structures support programme delivery. What is often missing is a clear understanding of what success looks like, with organisational structures designed to achieve it. At Gyroscope Strategic Advisory, we help organisations define their structures and operating systems, focusing on span of

Emergency situations often require a shift in decision-making frameworks that organisations are rarely ready for. These situations force organisations to make decisions with limited or ambiguous information. As organisations become more bureaucratic, moving outside regular systematic decision-making processes becomes difficult. In emergencies, a paradox emerges: the decisions carrying the greatest risk are often those made with the least information. The instinct is therefore

Large projects often stall because uncertainty accumulates faster than decisions can be made. Ambiguous conditions allow for multiple options, making operational misalignment and thus a loss of momentum likely. Rebuilding momentum becomes the central leadership challenge. My recent experience in Haiti shows that strategic narratives are among the most effective tools in such situations. However, building strategic narratives is not always straightforward and often involves a