Thought leadership
Essays and papers from the principals on advisory practice, AI adoption and organisational transformation. Each one sits alongside an episode of The Uncommon Advisor.
Information has never been more available, which makes the advisor question fair to ask. The answer is that the job was never the answers. It was helping organisations make sense of complexity and act on it.
Where AI is already accelerating real work, where it should not be used yet, and why the speed it gives you does not reduce the responsibility to verify.
AI has reduced the scarcity of information and, with it, the value of expertise as a differentiator. The paper argues this reinforces rather than diminishes the case for human-led advisory.
An eight-phase model of advisory practice — vision, current reality, gap analysis, time, roadmap, locality, momentum and resourcing — drawn from delivery across public sector, corporate and SME environments.
