When we first shared FACT Liverpool’s experience with role mapping, the response was clear: organisations are hungry for ways of working that are more adaptive, human, and aligned with purpose. But what happens after you create your role map?   The true power of a role map isn’t in the moment it’s designed, but in how it’s used, lived, and evolved inside the organisation every day. A role map isn’t a one-off restructure. At its best, it becomes a living operating system — one

Emma Henderson on Unsplash In today’s world, businesses do not operate in isolation. Every decision, every action, and every interaction sends ripples through networks that extend far beyond our immediate teams. Understanding that we are part of a living ecosystem helps us, not only survive but thrive. A regenerative business doesn’t just aim to generate profit; it considers the broader impact of its operations on people, communities, and the planet. It understands that cultu

Brandan Church on Unsplash There’s a common belief in business that you must choose: focus on profit, or focus on purpose. But this is a false dichotomy — and it’s one that holds organisations back. In my work, I see again and again that when purpose is treated as a strategic asset rather than a “nice-to-have,” businesses not only perform better financially — they create richer cultures, stronger relationships, and far more resilient systems. This is the ripple effect in acti

There is a paradox at the heart of modern leadership. We are operating in an era obsessed with dashboards, performance metrics and KPIs — yet some of the most meaningful forces that shape a regenerative business can’t be plotted on a spreadsheet. The quiet choices we make — how we greet one another, how we listen, how we respond under pressure — create ripples that influence culture far more profoundly than any policy statement ever could. And yet, they rarely show up on a pe

Jon Tyson on Unsplash For decades, we’ve been trained to admire the lone genius, the standout performer, the person who “made it” against all odds. Our systems — from school to corporate leadership programmes — have rewarded individual achievement over collective contribution. But as David Attenborough so powerfully reminds us, “Self-interest is of the past. Common interest is for the future.” In a world facing complex challenges that no single leader or department can solve

With thanks to Future London Academy for providing the visuals for this article. Check out FLA's Executive Programme for Design Leaders , where I teach a module on leadership, beyond hierarchy. The way we organise and visualise our working lives has barely changed in over 150 years.  The traditional organisational chart — those familiar boxes and lines cascading down a page — dates back to 1855, when engineer Daniel McCallum designed it to map the structure of the New York &

From Role Mapping to Meetings: Practical Tools for Leading Beyond Hierarchy In Part 1 of this series, I explored why Leading Beyond...

Why Leading Beyond Hierarchy Matters: For decades, the dominant way of running organisations has been through traditional hierarchy: a...

In this fourth and final post of What the Future of Leadership Looks Like , I want to examine leadership through the lens of longevity —...