Innovation rarely fails because of technology; it fails because people, culture, and systems resist change. The truth is, technology is almost never the limiting factor. What really holds organisations back are the deeply embedded behaviours, structures, and incentives that make it hard for new ideas to take root. This deck (download the pdf below) explores why breakthrough ideas so often struggle to become business as usual.  The real challenge isn’t the tech itself, but how

As a major organiser, visionary designer, and key content deliverer for the Infrastructure Intelligence Lab  (...

After 15+ years in construction robotics, there is one truth I keep coming back to. The world feels genuinely scary right now. Gun attacks. Machetes. Random violence showing up in places that used to feel boring and safe. Even the daily commute carries tension that did not exist a decade ago. At least I can joke that if the robotics apocalypse arrives, all I need to do is step up a single stair and I am safe 🤖🪜 That line gets a laugh, but it lands because it reveals somethi

In my work I repeatedly encounter one debilitating pattern in early-stage innovation initiatives, ventures, research commercialisation endeavours, and in general, heavy-industry technology adoption. There is a natural tendency in risk-averse cultures to equate “new” with “risky,” and as a result the adoption of innovation stalls before impact is even proved. Decision-making becomes divided, scopes balloon, resources drain, and momentum dies. The risk-averse bias and its impac

When people think about breakthrough performance or innovation, they often picture a single, spectacular leap forward, the big idea that changes everything overnight. But the reality, especially in business, technology, and applied innovation, is that sustainable progress rarely happens in a single jump. It happens through the disciplined aggregation of marginal gains: the deliberate, persistent improvement of dozens (sometimes hundreds) of small things that, when compounded,