Jannaways

Name: Jannaways
Address: Lambourn, GB
Telephone: +447721327924

Clear thinking for complex change | Board & transformation work for purpose-led organisations

Our aim is not only to help you get the job done but also to enable you to gain the knowledge and skills within your business so you and your team can get more done, in a better way, every day.

19/06/2026

One of the most difficult organisational problems to spot is quiet compensation.

The meeting still happens.

The supervision still appears in the diary.

The reports still get submitted.

From the outside, everything looks functional.

But underneath, people have started adapting processes privately because workloads are too high, systems no longer fit reality, or raising concerns feels pointless.

Over time, the official version of the work and the lived version drift further apart.

That is why frontline insight matters so much.

Usually, the people closest to the work already know where the gaps are.
The real question is whether organisations have built reliable ways for that learning to travel upward.

Read more: https://www.jannaways.co.uk/blog/through-the-practice-lens-the-difference-between-having-it-and-doing-it

11/06/2026

When organisations discover something is drifting, the instinct is usually to redesign the framework.

New process. New reporting structure. New guidance.

But often the deeper issue is that people no longer feel able, safe or resourced enough to surface reality honestly.

A 2025 Harvard Business Review study found middle managers reported lower psychological safety than both senior leaders and direct reports.
That matters because they are usually the people carrying operational truth upward.

If honesty feels risky, organisations rarely stop functioning overnight.

Instead, people compensate quietly just to keep things moving.

That is often where learning failures begin.

Read more: https://www.jannaways.co.uk/blog/through-the-practice-lens-the-difference-between-having-it-and-doing-it

05/06/2026

Most organisations already have policies, frameworks and governance structures.

The challenge is often not creating them.

It is keeping them connected to reality.

I recently wrote about the difference between Process and Practice.
Process is the designed structure.

Practice is whether the learning is actually alive inside the day-to-day work.
A policy can exist on the intranet for years while staff quietly adapt the real work around operational pressure, changing systems or new technology.

That is why one of the most important questions organisations can ask is not “do we have a process for this?” but “what has this process changed recently?”

The answer usually reveals far more about organisational learning than the document itself.

Read more: https://www.jannaways.co.uk/blog/through-the-practice-lens-the-difference-between-having-it-and-doing-it

28/05/2026

More charities are using AI than ever before. But fewer have a digital strategy than they did last year.

That gap is a process problem wearing a technology label.

AI tools don't fix broken workflows. They inherit them. If the process was producing unclear outputs, generating unnecessary work, or relying on one person's institutional memory to function, the tool will do the same, just faster and with less visibility.

The question worth asking before any new technology is introduced isn't "what can this do?" It's "what is our current process actually doing, and are we sure we want to do more of it?"

Our AI Governance Diagnostic can help you find out: https://www.jannaways.co.uk/ai-governance-diagnostic

Read more: https://www.jannaways.co.uk/blog/your-processes-are-making-decisions-is-anyone-in-charge-of-them

19/05/2026

The simplest process audit we know doesn't need a consultant or a review.

It just needs the right four people in a room for ninety minutes.

Ask them each to walk through what they actually do, step by step, for the process in question. Mark anything with no named owner. Mark anything with no clear trigger. Mark anything that only works because one person knows how it works.

In our experience, that conversation almost always finds something that's been sitting in the wrong place for longer than anyone realised. Not because people were hiding it. Because nobody had ever asked.

The redesign is usually simple. The value is in finally making the implicit explicit.

Read more: https://www.jannaways.co.uk/blog/your-processes-are-making-decisions-is-anyone-in-charge-of-them

13/05/2026

When something goes wrong, we tend to look for the person who dropped the ball.

But most of what goes wrong in organisations isn't because of a person. It's because of how the work was designed, or wasn't designed.

A process that made a particular failure almost inevitable isn't fixed by finding someone to hold accountable. It's fixed by looking honestly at the structure that created the conditions for it.

That's a harder conversation. It means looking at how things work, not just who did what. But it's the one that actually changes anything.

What would be different in your organisation if the first question after something goes wrong was "what in the system created this?" rather than "who was responsible?"

Read more: https://www.jannaways.co.uk/blog/your-processes-are-making-decisions-is-anyone-in-charge-of-them

11/05/2026

You have to love AI ... it is brilliant for some things and hilariously wrong for others.

I had a productive session last week working with Dispatch (the mobile version of Claude) on my walk creating a new skill for Claude Cowork based on De Bono's 6 thinking hats. Skill created and installed in Claude and I thought that skill or prompt might be useful for others.

So I started to create something to share it ....

I asked AI for a graphic and I had to giggle .... here is just one example - it has 7 hats, we also had one with 5 hats, one with 6 hats but 2 red ones 🤣

If you do want the 6hats Claude skill or the prompt for the other AI of your choice let me know because I decided the AI fail was better to share than the AI win. There are hundreds of people saying do this, do that, do the other with AI and save yourself hours etc but not so many being honest about how many hours you lose to get to that level of literacy

08/05/2026

Here's something we see again and again in organisations we work with.

There's a task, usually a small but important one, that nobody officially owns. It grew over time. Someone picked it up once because it needed doing, and it never got passed on. Years later, they're still doing it, on top of everything else.

It's not a bad person problem. Everyone involved is well-meaning and committed. It's a design problem. Nobody ever decided how that work should flow, who should own it, or what would happen when circumstances changed.

Every process in your organisation is making choices about who carries what, even the ones that were never designed. The question is whether anyone is making those choices intentionally.

What tasks in your organisation have been quietly accumulating with the same person?

Read more: https://www.jannaways.co.uk/blog/your-processes-are-making-decisions-is-anyone-in-charge-of-them

23/04/2026

Safety, belonging, boundaries.

These are the three conditions Matt Lambert at Street Support Network identified as essential: first for people experiencing homelessness to engage with support.

As Matt observed, the same conditions are equally essential for governance to work in any organisation.

Each one can quietly become something worse. Safety becomes control.

Belonging becomes performance. Boundaries become legalism. The words in the documents stay the same. What people experience is entirely different.

It's a useful test for any governance mechanism, any team process, any board decision: is this enabling honesty, or incentivising concealment? Is accountability shared, or is it surveillance? Are the structures forming good judgement, or just enforcing compliance?

Which version is your organisation currently delivering?

This month's article on the Power lens explores these questions in more depth.
Read more: https://www.jannaways.co.uk/blog/through-the-power-lens-when-authority-on-paper-isnt-authority-in-practice

14/04/2026

A question for anyone who leads a team, sits on a board, or works in governance.

Where in your organisation are people consistently asked to raise issues, but nothing gets resourced to follow through?

That gap is where trust erodes. Not in one dramatic moment, but gradually, as the experience of speaking up and seeing nothing change accumulates.

Closing that gap doesn't require a big programme. It requires a decision. Looking at one or two specific things that have been raised and left unresourced, and making a deliberate choice about what changes.

Within the real constraints of your context, including external obligations, statutory duties, and existing commitments, what could you actually stop or reallocate to close it?

This month's article has a practical question for boards and leaders to try in the next thirty days.

Read more: https://www.jannaways.co.uk/blog/through-the-power-lens-when-authority-on-paper-isnt-authority-in-practice

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Lambourn

Telephone

+447721327924

Website

http://www.jannaways.co.uk/

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