Learning that can be demonstrated
To understand whether learning is developing capability, we need to know what the person should be able to do and what evidence would show it.
3 min read · 8 October 2026
Insights
Ideas for the decisions we make
Essays and reflections on technology, transformation, capability, enterprise and the human systems around them. I write to examine an observation, understand what may be driving it and consider what we can do with that understanding.
Start with a question that matters to you.
Learning, practice, assessment and the development of judgement in people and organisations.
2 pieces
Building capability without creating dependency
Help can solve a problem today and develop the ability to handle tomorrow’s problem. The way we provide it determines how much of each happens.
3 min read · 8 October 2026
What changes after the technology arrives
A digital tool creates possibilities. The organisation still has to decide how those possibilities will improve the work.
3 min read · 8 October 2026
A result can be provided. Capability has to be developed.
A person can receive help that produces the immediate answer while remaining unable to handle the next variation. Capability develops when they understand the reasoning, practise the task and learn to assess their own performance.
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Implementation creates an opportunity for value.
A tool being available does not establish that people can use it effectively or that the service has improved. Value develops through the work it enables and the outcomes that can be observed.
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A measure should connect with a decision.
Information becomes more useful when a person understands what it means and what they can do with it. A measure without an owner or response can create reporting activity without improving the work.
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Responsibility requires the ability to influence the outcome.
People need relevant capability, information and authority to act on the outcomes they are expected to own.
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The cost of an idea becomes visible in delivery.
The practical cost includes ongoing operation, support, maintenance and the time required to keep producing useful results.
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Learning becomes clearer when performance can be examined.
A task, explanation or decision can reveal aspects of understanding that a completion record alone cannot show.
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Control depends on the capabilities around ownership.
Owning an asset is one part of control. A person or organisation also needs the ability and permission to access it, use it and move or change the arrangements around it.
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A principle becomes useful through careful application.
A memorable statement needs context before it can guide a decision. Understanding its assumptions and limits helps prevent misuse.
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