Being constantly reactive to demand leaves little room for strategic planning, foresight, or innovation in how services are designed and delivered.

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Boundary spanning is the process of individuals or teams connecting with people from different departments, organisations, or even countries to share knowledge, resources, and ideas.

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The Watery Tomato: Why Most Innovative Practice Doesn’t Scale

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While modern institutions deal with highly interdependent problems, their organisational designs are often maladapted for cross-system collaboration

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Buurtzorg (Dutch for neighbourhood care) is a global leader in showing how a large, growing organisation can be a force against bureaucracy.

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Even in the early 1970s, without a bombardment of digital notifications, the median time an executive spent on any single issue was a mere nine minutes, with half of all activities completed in that timeframe and only 10% exceeding an hour.

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The risk is that our place roll-out is co-opted by bureaucracy, diluting a vibrant locally-driven initiative into a standardised, low-fidelity compliance exercise.

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There has been an acceleration of the internal Overton Window which can be attributed to the emergence of collaborative technology.

Read the full article: The Overton Window: How Unthinkable Ideas Become The Norm
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‘Rogue silos' can be frustrating to deal with and even harder to connect with.

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Optimising is about building on existing practices and improving efficiency, while innovating is a more discontinuous approach that breaks with established practices and mindsets.

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Boundary hardening is a defensive process where organisational silos become increasingly rigid and impermeable in response to external pressures or perceived threats.

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While the UK remains tethered to the legacy lock-in of its own history—patching up Victorian pipes and firefighting —India is playing a civilisational long game.

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A study by researchers Deborah Small, George Loewenstein, and Paul Slovic found that our brains react very differently to a single, identifiable individual in need compared to hundreds.

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"Outside-in buffering: Teams harden their borders to protect members from disturbances like top-down commands or external changes that interfere with localised productivity." https://lttr.ai/ApIAt

The organisational immune system uses the sheer power of inertia to wait out change initiatives.

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"As we move toward the proposed rollout of 78 place-based approaches each supported by a team, we face a crucial strategic inflection point: how do we scale our impact without succumbing to the fundamental structural flaws that kill innovation?" https://lttr.ai/AojGB

The Unified Payments Interface (UPI) , has become a global case study, processing billions of transactions monthly from high-end showrooms to rural roadside tea stalls, all by QR code on your phone.

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By embracing a decentralised approach, we can break down silos, accelerate the pace of change, and ensure that innovation is not an isolated function and the preserve of a few

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In 2024 Scott McTominay went viral for a comment about a tomato.

What he experienced in the UK was mediocre by design. To make a tomato travel, the industry had to solve for friction.

And when you solve for optimisation, you often destroy the content.

open.substack.com/pub/ptaylor/...

The digital obsession was responsible for “leading to endless repeated examples of wasted money and idiotic fantasies about the necessity of IT to solve everything”.

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The UK’s median age of 41 reflects a mature society with creaking infrastructure preoccupied with the pressures of supporting both children and ageing parents.

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Historically, communities frequently served as the primary, and often only, engine for generating solutions, driven by their direct needs and local context.

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"Long-term strategic thinking turns innovation from a panic response (fixing a crisis) into a deliberate design (building a future)" https://lttr.ai/AoiyR

Interesting observations...many parallels between UK situation to Canadian state of affairs today.

(Continuous shaking of head at 5 year planning cycles).

This, while Canada and India both former colonies of UK, though with different histories pre- and post-colonial contact.

yes , the five year planning cycles are ruinous. You'd think we'd know better

While the UK remains tethered to the legacy lock-in of its own history—patching up Victorian pipes and firefighting —India is playing a civilisational long game.

Read more 👉 https://lttr.ai/AojGc

Fixing The Foundations Vs Innovation Leapfrogging India, the worlds most populous country, has a vibe about it that contrasts starkly with the UK. It’s not just vibes, there’s data to back it up. India currently sits near the top of th…

Plus, it's my wordpress paulitaylor.com/2026/02/25/f...

I don't buy that it's any different to any of the others

69% – 81% of Indian citizens state the country is on the right track.

The UK is a different story. The right direction score places between 16% and 21%.

It's long term vision and big bets vs fixing foundations.

New post

open.substack.com/pub/ptaylor/...

The most common manifestation of decline is a bloated bureaucracy, where too many layers of management create a long and winding road for any decision.

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