During my PhD, I used Hubka’s Theory of Technical Systems to explain how IT systems function as purposeful transformation machines. Inputs, operators, and outputs—everything neatly mapped, structured, and measurable. What I missed at the time was the human factor: motivation, emotion, and the hidden potential of cognitive performance. ...

It’s easy to draw a neat flowchart of how things should work. But robustness lives in the glue between the boxes: the handovers, the conversations, the undocumented expectations. Martyn Ould, in his book on business process management, makes a critical point: processes aren’t just sequences of tasks—they’re structured interactions betw...

When you digitize or automate, you expose the gaps: the unspoken workarounds, the inconsistent decisions, the tacit "know-how" that lives in people’s heads. In my 2009 PhD, I explored how configuration systems help engineering companies cope with product & process complexity. But the lesson applies just as well to any domain or process...

Nothing drains energy faster than constant shifts in management direction. One week it’s "top priority," the next it’s forgotten. Stakeholders change their minds, old agreements vanish. You are welcome to waste my time next time again. This is not just frustrating—it’s mission fatigue. And it kills motivation, focus, and quality. Agile...

In our constant chase for quick wins, we've sometimes forgotten the necessity of laying groundwork for future growth. True efficiency isn't just about speed—it's also about sustainability. Take maintaining your knowledge base as an example. It's easy to skip documentation or updating your insights when you're busy chasing immediate out...