Inclusivity in organisational culture ensures that individuals from diverse backgrounds feel valued, respected, and empowered to contribute, making it a critical factor for innovation, collaboration, and sustainable growth. Inclusive environments enable organisations to leverage diverse perspectives, improving problem-solving and decision-making.

To explore how inclusivity drives organisational performance, diversity, and cultural strength, read “Inclusivity – Cultural Value, Diversity & Organisational Development”.

Organisations that prioritise inclusivity build stronger teams, enhance creativity, and position themselves to thrive in global and complex environments where diversity is a strategic advantage.

One of last week’s highlights for me was welcoming Dr. Anna Laska-Leśniewicz to Better Organisations.

This is a particularly meaningful addition on a personal level. I’ve had the opportunity to work with Anna on projects related to Industry 5.0 and challenge-based education, and I’ve seen first-hand her work ethic, intellectual rigour, and ability to translate complex ideas into practical solutions. That combination is rare.

Bringing in this kind of expertise is not just about expanding capacity. It’s a deliberate step towards strengthening how we approach innovation, research, and knowledge integration. Anna’s background in interdisciplinary research, spanning UX design, human–computer interaction, and international collaboration, reinforces our focus on human-centred design and sustainable development areas that are becoming increasingly critical in complex, technology-driven environments.

What I value most is her ability to connect academic insight with real-world application. This is essential if organisations are to design solutions that are not only innovative, but genuinely responsive to human needs.

If you’re interested in the broader context of this collaboration, you can read more here: "Better Organisations Welcomes Dr. Anna Laska-Leśniewicz – Human-Centred Design, Innovation & Research Excellence".

Her expertise strengthens our ability to build more adaptive, resilient, and human-focused organisations, and I’m genuinely glad we’re working together again.

Organisational learning does not emerge automatically from experience; it requires deliberate structures that enable reflection, feedback, and the integration of insight into future action. In complex environments characterised by uncertainty and interdependence, the capacity to manage learning becomes a strategic capability rather than an operational afterthought. When teams intentionally examine outcomes, question assumptions, and share knowledge systematically, they improve decision quality and strengthen adaptive performance over time. This short video,“Manage Learning”, explores how structured learning practices support team effectiveness and organisational resilience.

Organisations that embed learning into everyday routines cultivate a culture of continuous improvement, where experience is transformed into capability and adaptation becomes a sustained organisational habit rather than a reactive response.

Organisational culture is the set of shared values, beliefs, and behaviours that shape how people in a company act, make decisions, and interact with one another, effectively functioning as the internal system that defends and sustains business performance. Just as a human immune system protects the body from threats, a healthy organisational culture helps companies attract and retain talent, integrate new hires, reduce conflict, and support collaboration, all of which contribute to long-term resilience and competitive advantage.

To explore this idea further, read “Organisational culture - the immune system of your company - Business, Leadership & Resilience”.

A strong culture also strengthens business agility by guiding responses to internal and external changes, empowering employees to adapt behaviours that support strategic goals and organisational wellbeing, rather than relying solely on formal policies or mandates. Organisations that understand and intentionally shape culture are better positioned to thrive in uncertainty and sustain performance over time.

Childhood obesity prevention requires scalable, science-based solutions that improve food environments and metabolic health. The 4Sir2 Smoothy project introduces a functional beverage designed for children with obesity, combining natural grape or apple juice with bioactive compounds such as resveratrol and polyphenols derived from grape pomace. These ingredients are linked to metabolic regulation and position the project within the growing field of functional nutrition and sustainable health innovation. By transforming agricultural by-products into high-value ingredients, the initiative also supports circular economy principles in sustainable food systems.

Learn more about this Horizon Europe-funded healthy drink ecosystem and functional beverage innovation here:

4Sir2 Smoothy: Building a Healthy Drink Ecosystem to Prevent Childhood Obesity - Sustainable Nutrition & Metabolic Health Research.

What distinguishes 4Sir2 Smoothy is its ecosystem approach. The project integrates researchers, growers, processors, and health stakeholders to co-create a resilient supply chain aligned with Industry 5.0 principles. By combining obesity prevention strategies, bioactive compound research, and responsible food innovation, 4Sir2 offers a replicable model for building healthy beverage ecosystems that strengthen public health outcomes while advancing sustainable food innovation.

Emotions are not a distraction from work; they actively shape decisions, trust, and an organisation’s ability to adapt under pressure.

We often treat emotions as something to manage after strategy or performance. Yet, as explored in Emotions Are an Important (Cultural Value).

Emotions strongly influence how people interpret reality, relate to one another, and make decisions, especially in uncertain and complex environments. Organisations that recognise this build psychological safety, trust, and adaptability, not just higher morale.

What is less obvious is which emotions accelerate learning and collaboration, and which quietly undermine progress. The article unpacks how organisations can work with emotions deliberately before they become a hidden constraint on performance and resilience.

As Europe quietly reshapes its industrial vision through Horizon Europe, the focus is shifting away from efficiency at all costs toward deeper questions of purpose, resilience, and societal value. Yet many organisations are still operating with assumptions shaped by Industry 4.0.

What makes this shift particularly significant is that it changes how success, innovation, and responsibility are understood - not just in policy, but in practice. For those working in research, education, and strategy, this raises uncomfortable but necessary questions about relevance, impact, and long-term value.

What’s really changing - and why does it matter now?

 Read the full perspective on Industry 5.0 here:
https://betterorganisations.co.uk/articles/industry-5.0-a-horizon-europe-perspective

Back in 2020, I warned that navigating chaos with yesterday’s maps was a dangerous game. Today, with tax wars heating up and tariffs swinging like wrecking balls, that warning has never been more critical. 

Here’s the bottom line:

1. Assumptions Kill – Yesterday’s playbook is today’s poison.

2. Evidence Over Ego – Skip the hype; let real customer reactions be your north star.

3. Learn Fast, Pivot Faster – Turn each insight into your next competitive move.

Many entrepreneurs I know exhibit a significant level of emotional attachment to their businesses.

You might wonder, what’s the issue with this?

- Firstly, such detachment can hinder objective evaluations, potentially leading to costly errors. 

- Secondly, it can adversely affect mental well-being. 

- Lastly, it can complicate the process of exiting the business when the time comes.

Recently, I’ve been asked how one can achieve emotional detachment from their business. In this video, I explore the psychological dimensions of this topic and offer practical strategies for managing it: Watch the video here.

I’d love to hear your thoughts and experiences on this matter. Is emotional detachment something you grapple with? What are your experiences in dealing with it?

Happy New Year everyone!

Business Design is about finding the most profitable business models. Part of it is about finding a profitable niche! Is it a matter of luck if it can be achieved methodically?

How to merge this with your passion? Is it important for you to do business which you are passionate about?

Your thoughts? My ones in this short video.

I’ve recently dedicated time to developing materials aimed at aspiring and new entrepreneurs which are exploring various aspects of business design and entrepreneurship. This journey can be both exciting and daunting, and I believe it’s essential to equip oneself with the right knowledge and strategies.

Today, I want to highlight a crucial point: before launching a new business (a startup) —it’s vital to engage in specific preparatory activities (business exploration). These steps are instrumental in identifying the right business model, which is fundamental to the success of any venture. 

To share my insights on this topic, I’ve created what I call the Passion to Profit Approach. I recorded a video where I distill 24 years of experience into just 22 minutes. In this video, I cover key concepts and practical strategies that can help you navigate the complexities of starting your own business. You can watch it here: https://youtu.be/v-xJIUHGeh4

If you’re interested in this subject, I encourage you to check out the video and would love to hear your thoughts! Your feedback is invaluable as it will help me to maximise my impact on turning entrepreneurs' passions into successful enterprises.