Independent strategic analysis of complex institutional systems.
This site publishes original strategic analyses focused on how power, incentives, governance, and judgement interact in real organisational settings.
Rather than proposing frameworks, best practices, or optimisation playbooks, the articles examine how accepted operating models shape outcomes in ways that often remain invisible to their own designers.
In particular, the work explores:
- how strategic asymmetries are created upstream, before formal decisions or negotiations occur,
- how optimisation and procedural rationality reshape strategic space while narrowing what can still be questioned,
- how widely adopted institutional models generate durable blind spots that conventional strategy is structurally unable to see,
- and how value destruction can emerge not from failure to execute, but from executing the wrong model flawlessly.
The intent is not advocacy, consulting, or representation.
It is to make visible strategic dynamics that are widely experienced, rarely articulated, and difficult to address from inside institutions precisely because they are embedded in “accepted” ways of working.
All views expressed here are my own and do not represent any employer, client, or affiliated organisation.
Articles
The Mastery Gap
Why Procedural Excellence Can Destroy Value in Clinical Development
A strategic analysis of how governance optimisation and outsourcing reshape decision-making, responsibility, and value creation in clinical development.
When Negotiation Is Not the Right Register
Procedural Recognition and Pre-Negotiation Lock-In Under Asymmetric Power
An analysis of how, under asymmetric power, the decisive loss of leverage often occurs before any negotiation begins, when procedural engagement substitutes for explicit political judgement and implicitly validates claims that negotiation cannot produce.
When Governance Replaces Judgement
A strategic analysis of how Project Management is increasingly reduced to a cost centre by absorbing the patch costs of misaligned tools, and how governance-driven optimisation then erodes judgement—the only remaining source of differentiation in complex clinical environments.
Quand la morale n’est pas une stratégie
Une analyse stratégique de la manière dont les acteurs se méprennent sur les hiérarchies complexes en substituant l’évaluation morale au diagnostic structurel, comment cette confusion produit des sanctions prévisibles malgré des intentions correctes, et comment la navigation par contraintes identifie les axes à rendement élevé où un effort marginal produit des effets disproportionnés.
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