IntotheNXT
Bottom-up Organisation Improvement

Classic top-down change does not work. Change how we change.

Give teams the room to improve how work gets done, one practice at a time.

Why this approach

Let the people doing the work improve how it gets done.

People see every day where approvals, meetings, rules and routines get in the way of great work. Too often, they have little room to change them.

This approach gives teams the authority and support to test better practices. They share what they learn, while leaders remove barriers that prevent useful changes spreading. Repeating this cycle makes improving the organisation part of everyday work.

In essence, we change how we change. Most classic change programmes fail. Why? A typical system-wide, engagement-survey-style diagnosis does not lead to actionable insight. It gives the impression that problems can be fixed from above and is slow, with top-down solutions typically facing resistance.

Worse, the bureaucracy that well-intended change often aims to address is familiar, complex and systemic. It is well defended and self-replicating, and it serves a purpose, however poorly. Changing these patterns calls for continuous, participatory change, change that is:

Informed by new principles

Trust, autonomy and transparency guide how change happens.

Experimental

Start small and use what happens to decide the next step.

Social

People learn together and help useful practices spread.

Inescapable

Build learning and improvement into everyday work.

Lasting change is difficult: in McKinsey’s 2021 survey, fewer than one in three respondents reported that their transformation had both improved performance and sustained the gains. Read the survey ↗

Milk in coffee

Milk in coffee is a better metaphor than the widespread notion of seeing change as a journey from here to there.

An illustrative example across the three steps
1 · Identify

Small customer requests wait for repeated approval.

2 · Experiment

One team tests a decision boundary and reviews speed and errors.

3 · Remove barriers to scale

If the trial helps, the policy owner removes a rule that prevents other teams trying it.

0
Leadership commitment

Agree a different way of changing.

Before teams begin, leadership commits to the principles and practical leadership roles needed for continuous, participatory change.

Principles to agree

  • Change through the people doing the work. People affected help shape and test the changes.
  • Start small and learn by doing. Begin where a bounded experiment can teach something useful.
  • Sense and respond. Use what happens to decide what to try next.
  • Start by stopping. Remove a rule, meeting or routine that gets in the way.
Outcome: a shared leadership commitment to the principles and practical conditions for continuous, participatory change.
1
Identify

Surface what gets in the way of great work.

Invite people to share obstacles, ideas and examples of what already works. Bring the input together on a shared grid so teams can see patterns and choose where to act.

Gather teams in a workshop or ask for individual input through the company’s Teams or Slack channel dedicated to organisational improvement. Ask: “What is preventing you from doing great work?” Make the blocker concrete: what happened, what made the work harder and what the consequence was. Also ask what already works: the bright spots to be protected or spread.

AI consolidates similar contributions and places the blockers and bright spots in the relevant organisation categories on the grid. Participants can correct the grouping.

Every contribution receives a visible response: being explored, selected for a test, awaiting a decision, or closed with an explanation. Contributors can see who owns the next step and when to expect an update.

Teams prioritise using the effect on the work and the scope for a safe experiment.

Outcome: a rolling set of improvement opportunities, with an agreed owner and a first issue to explore.

Examples of blockers teams may raise.

The grid illustrates typical contributions we might receive. Participants share their own blockers and bright spots, grounded in real situations, and can add issues beyond these examples. Links to practices are suggestions to explore.

PurposeHow we orient and steer3 examples
Illustrative bright spot · IntotheNXT

A team can explain how its work helps customers.

AuthorityHow we share power and make decisions8 examples
Illustrative bright spot · IntotheNXT

Teams know what they can decide for themselves.

StructureHow we organise and team9 examples
Illustrative bright spot · IntotheNXT

Colleagues can organise around a shared outcome.

StrategyHow we plan and prioritise7 examples
Illustrative bright spot · IntotheNXT

Teams can explain what they will stop or decline.

ResourcesHow we invest our time and money3 examples
Illustrative bright spot · IntotheNXT

Teams can access a small amount of time or funding to test an idea.

InnovationHow we learn and evolve9 examples
Illustrative bright spot · IntotheNXT

Teams share what an experiment taught them.

WorkflowHow we divide and do the work7 examples
Illustrative bright spot · IntotheNXT

Work and bottlenecks are visible across the whole flow.

MeetingsHow we convene and coordinate5 examples
Illustrative bright spot · IntotheNXT

Every meeting has a purpose and ends with clear commitments.

InformationHow we share and use data5 examples
Illustrative bright spot · IntotheNXT

Colleagues share work and explain their decisions.

MembershipHow we define and cultivate relationships14 examples
Illustrative bright spot · IntotheNXT

Teams make working expectations explicit and discuss disagreements early.

MasteryHow we grow and mature5 examples
Illustrative bright spot · IntotheNXT

Colleagues learn from each other while doing the work.

CompensationHow we pay and provide3 examples
Illustrative bright spot · IntotheNXT

Recognition supports the outcomes and cooperation the organisation needs.

The 12 areas and their short descriptions follow The Ready’s Operating System Canvas. The 78 blockers and 78 practices are adapted from the Brave New Work extracts, with wording lightly edited for clarity and UK spelling. B01 to B78 and P01 to P78 identify the separate source items. Categorisation, suggested connections, experiment prompts and bright-spot examples are developed by IntotheNXT.

2
Experiment with new practices

Choose a small change. Learn from what happens.

Teams choose a practice that might address the obstacle, agree a bounded experiment and review whether it helps. Start with a change close enough to the work to learn from it.

Explore the rule or habit behind the difficulty before choosing a practice. A slow decision might result from unclear authority, missing information or a risk that needs specialist input. Each calls for a different experiment.

Use ideas from colleagues and other organisations, as well as sources such as Brave New Work and Daniel Coyle’s The Culture Playbook. Adapt the practice to the situation and agree how to tell whether it helps.

At the review, decide whether to keep, adapt or stop it. Record what changed and what was learned, including any unexpected costs or harm. A practice earns a wider trial through evidence from its use.

Outcome: a practical experiment with an owner, clear boundaries, a review date and evidence to inform the next decision.
The full practice collection

78 practices to explore and test.

Each source practice has its own entry. Start with an area, search the collection or follow a blocker’s suggested links. The experiment and review prompts are IntotheNXT suggestions. Some practices need decisions by owners of shared policies, budgets or rewards; agree the scope and authority for the trial.

Purpose · P01Craft a clear and compelling purpose for the organisation.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Draft the organisation’s purpose with colleagues and test it against several real decisions.

What to review · IntotheNXT

Does it explain who benefits and help choose between options?

Suggested blocker connections

Check the cause and context before choosing a practice.

B46: Priorities are unclear.B64: We are unable to attract and retain top talent.B69: Our purpose is unclear.B71: People do not feel that their work is meaningful.B76: Shareholders are prioritised over customers and employees.
Purpose · P02Craft a clear and compelling purpose for every team and every role.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Let a team draft its purpose, then ask each role to explain its contribution.

What to review · IntotheNXT

Are the team’s purpose and each role’s contribution clear?

Suggested blocker connections

Check the cause and context before choosing a practice.

B46: Priorities are unclear.B64: We are unable to attract and retain top talent.B69: Our purpose is unclear.B71: People do not feel that their work is meaningful.B76: Shareholders are prioritised over customers and employees.
Strategy · P03Ask teams to share their essential intent for the next 6 to 24 months.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Ask a team to state the result it intends to achieve over a chosen period within 6 to 24 months.

What to review · IntotheNXT

Can colleagues explain the intent and use it to guide current work?

Suggested blocker connections

Check the cause and context before choosing a practice.

B22: We operate as though everything is a crisis.B45: No agreement on strategic priorities.B46: Priorities are unclear.B47: We waste time on the wrong things.B49: Strategy is driven from the top rather than from the edge.B50: We do not know how to say no.B69: Our purpose is unclear.B77: We prioritise the short term over the long term.
Strategy · P04Clarify the metrics that matter and use them to steer.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Choose a small set of measures for one team and use them in its next review.

What to review · IntotheNXT

Do the measures lead to useful decisions and reveal unintended effects?

Suggested blocker connections

Check the cause and context before choosing a practice.

B06: Opinions matter more than data.B45: No agreement on strategic priorities.B47: We waste time on the wrong things.B76: Shareholders are prioritised over customers and employees.
Innovation · P05Recognise and celebrate noble failure.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Recognise a well-designed attempt that failed and discuss what it taught the team.

What to review · IntotheNXT

Did recognition help people report and learn from unsuccessful attempts?

Suggested blocker connections

Check the cause and context before choosing a practice.

B29: Failure is unacceptable.B31: We do not take risks.B73: We are a culture of fear.B78: We use good or bad results as an excuse not to change.
Innovation · P06Replace “Is it perfect?” with “Is it safe to try?”Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Use the safe-to-try question on one reversible proposal, with clear boundaries and a review date.

What to review · IntotheNXT

Did the team learn something useful without exceeding its agreed limits?

Suggested blocker connections

Check the cause and context before choosing a practice.

B23: We are addicted to planning.B26: We plan and predict rather than test and learn.B29: Failure is unacceptable.B31: We do not take risks.B33: Learned helplessness.B73: We are a culture of fear.
Workflow · P07Give everyone the freedom to choose when, where and how they work.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Trial an agreement allowing a team to choose when, where and how it works within its service commitments.

What to review · IntotheNXT

Check delivery, coordination and the effect on people’s work/life boundaries.

Suggested blocker connections

Check the cause and context before choosing a practice.

B10: No time in the day for actual work.B24: Work/life boundaries are not used or respected.B53: We drive constantly.B64: We are unable to attract and retain top talent.
Authority · P08Clarify the decision rights held by teams and roles.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Map who can decide what for one recurring decision and test the arrangement.

What to review · IntotheNXT

Track decision time, ownership gaps and avoidable escalations.

Suggested blocker connections

Check the cause and context before choosing a practice.

B02: It is not always clear who has the authority to make decisions.B03: Bottlenecks in decision making.B05: People have to ask for permission to take action.B18: The reasoning behind decisions is not always clear.B40: Everyone needs to be involved in everything.B56: We are a culture of who can get closest to the leader.B59: Lack of accountability and ownership.
Authority · P09Use a waterline to create guardrails around team and individual autonomy.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Define a waterline: decisions below it stay local; decisions that could materially harm the wider organisation need agreed advice or consent.

What to review · IntotheNXT

Were the boundaries understood, and did they protect the wider organisation?

Suggested blocker connections

Check the cause and context before choosing a practice.

B02: It is not always clear who has the authority to make decisions.B05: People have to ask for permission to take action.B28: Rigid structures prevent experimentation.B31: We do not take risks.B73: We are a culture of fear.
Authority · P10Start distributing authority to the edge of the organisation.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Move one decision closer to the colleagues with the relevant customer or operational knowledge.

What to review · IntotheNXT

Check speed, decision quality and effects on other teams.

Suggested blocker connections

Check the cause and context before choosing a practice.

B03: Bottlenecks in decision making.B05: People have to ask for permission to take action.B30: Good ideas get lost in bureaucracy.B33: Learned helplessness.B43: Too many layers.B49: Strategy is driven from the top rather than from the edge.
Workflow · P11Crowdsource and eliminate policies and processes that no longer make sense.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Invite colleagues to nominate an obsolete rule, then agree a bounded removal trial with its owner.

What to review · IntotheNXT

Did removing the rule help, and did its original purpose still need protection?

Suggested blocker connections

Check the cause and context before choosing a practice.

B21: Our processes get in the way of the work.B30: Good ideas get lost in bureaucracy.B75: We marvel at our own complexity.
Meetings · P12Start by stopping a meeting, process or habit that is holding us back.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Choose one meeting, process or habit to stop for a defined trial period.

What to review · IntotheNXT

Compare time released with any missed decisions, confusion or harm.

Suggested blocker connections

Check the cause and context before choosing a practice.

B07: We have meetings to prepare for meetings.B08: Our meetings are theatre.B10: No time in the day for actual work.B12: Too many meetings.B21: Our processes get in the way of the work.B75: We marvel at our own complexity.
Authority · P13Use decision science to reduce bias and make better choices.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Use a decision journal, independent initial judgements or a structured challenge to assumptions on one decision.

What to review · IntotheNXT

Which assumptions or biases surfaced, and did the decision improve?

Suggested blocker connections

Check the cause and context before choosing a practice.

B06: Opinions matter more than data.B18: The reasoning behind decisions is not always clear.B66: Gender balance is off.B74: Lots of effort goes into protecting and stroking egos.
Authority · P14Use Integrative Decision Making for important collective decisions.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Use an Integrative Decision Making process for one collective decision, with someone who can facilitate it.

What to review · IntotheNXT

Did the process address objections and produce a decision people can act on?

Suggested blocker connections

Check the cause and context before choosing a practice.

B04: Too much consensus.B55: Politics and turf wars.
Authority · P15Distinguish between reversible and irreversible decisions and treat them differently.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Classify upcoming decisions by reversibility and agree different approval and review requirements.

What to review · IntotheNXT

Did reversible decisions move faster while irreversible ones received sufficient scrutiny?

Suggested blocker connections

Check the cause and context before choosing a practice.

B03: Bottlenecks in decision making.B31: We do not take risks.
Authority · P16Define spending thresholds below which no approval or advice is necessary.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Agree a spending threshold below which a team can act without approval or advice.

What to review · IntotheNXT

Check decision time, spending and compliance with the agreed boundary.

Suggested blocker connections

Check the cause and context before choosing a practice.

B05: People have to ask for permission to take action.B51: Limited resources.B54: The budgeting process is slow and unresponsive.
Authority · P17Replace the permission process with an advice process.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Give one decision an owner who seeks advice from affected colleagues and relevant experts, then decides.

What to review · IntotheNXT

Was relevant advice sought, and did it improve the decision?

Suggested blocker connections

Check the cause and context before choosing a practice.

B03: Bottlenecks in decision making.B05: People have to ask for permission to take action.B30: Good ideas get lost in bureaucracy.B40: Everyone needs to be involved in everything.
Authority · P18Trade autocracy and consensus for governance by consent.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Use consent for a bounded set of decisions, with a clear way to raise and resolve reasoned objections.

What to review · IntotheNXT

Did decisions progress while material objections were addressed?

Suggested blocker connections

Check the cause and context before choosing a practice.

B03: Bottlenecks in decision making.B04: Too much consensus.B40: Everyone needs to be involved in everything.B55: Politics and turf wars.B56: We are a culture of who can get closest to the leader.B74: Lots of effort goes into protecting and stroking egos.
Structure · P19Form SLAM teams: self-managing, lean, audacious and multidisciplinary, around critical initiatives.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Form a small multidisciplinary team around a critical outcome, with clear autonomy and an ambitious brief.

What to review · IntotheNXT

Review the outcome, team independence and dependencies on the wider organisation.

Suggested blocker connections

Check the cause and context before choosing a practice.

B27: We change more slowly than the outside world.B28: Rigid structures prevent experimentation.B37: We work in silos.B41: Teams are not cross-functional or cross-disciplinary.B42: Our structure inhibits collaboration.B44: Misalignment between our strategy and our structure.B57: Individuals over teams.
Structure · P20Decentralise some work of central functions to teams at the edge for greater context and speed.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Agree with a central function to move one activity or decision to a team closer to the work.

What to review · IntotheNXT

Compare responsiveness, quality and any duplication or inconsistent treatment.

Suggested blocker connections

Check the cause and context before choosing a practice.

B27: We change more slowly than the outside world.B37: We work in silos.B42: Our structure inhibits collaboration.B43: Too many layers.B44: Misalignment between our strategy and our structure.
Structure · P21Replace singular job titles and descriptions with modular roles and role mixes.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Break one set of job descriptions into explicit roles that people can combine.

What to review · IntotheNXT

Did the role mix improve ownership and make better use of people’s capabilities?

Suggested blocker connections

Check the cause and context before choosing a practice.

B28: Rigid structures prevent experimentation.B36: Career paths are unclear.B39: Roles are not clear.B42: Our structure inhibits collaboration.B43: Too many layers.B64: We are unable to attract and retain top talent.B75: We marvel at our own complexity.
Structure · P22Develop and define the roles and accountabilities inside every team.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Map roles and accountabilities around a real piece of work with the team.

What to review · IntotheNXT

Look for fewer gaps, duplicated tasks and ownership disputes.

Suggested blocker connections

Check the cause and context before choosing a practice.

B02: It is not always clear who has the authority to make decisions.B36: Career paths are unclear.B39: Roles are not clear.B40: Everyone needs to be involved in everything.B44: Misalignment between our strategy and our structure.B59: Lack of accountability and ownership.B60: People do not do what they say they are going to do.B75: We marvel at our own complexity.
Structure · P23Invite teams to create and edit their own roles.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Invite a team to propose and test changes to its own roles with affected colleagues.

What to review · IntotheNXT

Did the revised roles help the work and remain clear to others?

Suggested blocker connections

Check the cause and context before choosing a practice.

B28: Rigid structures prevent experimentation.B33: Learned helplessness.B39: Roles are not clear.B59: Lack of accountability and ownership.
Authority · P24Fill leadership roles through consent or election.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Agree a consent or election process for a suitable leadership role and trial it with the relevant authority.

What to review · IntotheNXT

Was the choice understood, and could the selected person fulfil the mandate?

Suggested blocker connections

Check the cause and context before choosing a practice.

B43: Too many layers.B55: Politics and turf wars.B56: We are a culture of who can get closest to the leader.B74: Lots of effort goes into protecting and stroking egos.
Structure · P25Allow people to hold multiple roles on multiple teams.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Let a colleague hold two defined roles across teams, with explicit capacity and priorities.

What to review · IntotheNXT

Did sharing the colleague’s contribution help without creating overload or conflicting commitments?

Suggested blocker connections

Check the cause and context before choosing a practice.

B36: Career paths are unclear.B37: We work in silos.B42: Our structure inhibits collaboration.B51: Limited resources.B52: We do not use talent across our system.
Structure · P26Move from static to dynamic teaming: a marketplace of roles, teams and projects.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Trial a visible marketplace for a bounded set of roles or projects that people can join.

What to review · IntotheNXT

Check matching, continuity, workload and the ability to meet commitments.

Suggested blocker connections

Check the cause and context before choosing a practice.

B27: We change more slowly than the outside world.B28: Rigid structures prevent experimentation.B37: We work in silos.B41: Teams are not cross-functional or cross-disciplinary.B42: Our structure inhibits collaboration.B52: We do not use talent across our system.
Mastery · P27Create a skills database to help teams find knowledge and expertise across the organisation.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Create a searchable skills directory for a participating group and use it to find help.

What to review · IntotheNXT

Could teams find and use expertise that was previously difficult to locate?

Suggested blocker connections

Check the cause and context before choosing a practice.

B16: Lack of visibility between teams.B20: Our technology and tools are not making the most of our potential.B34: Our people do not have the skills we need.B52: We do not use talent across our system.
Strategy · P28Ensure the project and investment portfolio contains sure things and wild swings.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Review a portfolio for both dependable investments and uncertain bets, then agree a deliberate mix.

What to review · IntotheNXT

Does the portfolio support current commitments and learning about future opportunities?

Suggested blocker connections

Check the cause and context before choosing a practice.

B31: We do not take risks.B48: We spend too much time trying to predict the future.B77: We prioritise the short term over the long term.
Innovation · P29Trade “perfect” execution for constant learning and iteration.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Run a short iteration on a real task, then change the approach using what happened.

What to review · IntotheNXT

Did the cycle produce useful learning and a better next attempt?

Suggested blocker connections

Check the cause and context before choosing a practice.

B23: We are addicted to planning.B26: We plan and predict rather than test and learn.B27: We change more slowly than the outside world.B29: Failure is unacceptable.B48: We spend too much time trying to predict the future.B78: We use good or bad results as an excuse not to change.
Strategy · P30Use “even over” statements to make strategic priorities and trade-offs explicit.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Write an “X even over Y” priority statement and test it against actual competing requests.

What to review · IntotheNXT

Did it clarify choices while acknowledging what the team was giving up?

Suggested blocker connections

Check the cause and context before choosing a practice.

B22: We operate as though everything is a crisis.B44: Misalignment between our strategy and our structure.B45: No agreement on strategic priorities.B46: Priorities are unclear.B47: We waste time on the wrong things.B50: We do not know how to say no.B76: Shareholders are prioritised over customers and employees.B77: We prioritise the short term over the long term.
Strategy · P31Trade traditional planning through prediction for scenario planning as preparation.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Explore several plausible futures and agree preparations that would help across them.

What to review · IntotheNXT

Did the exercise change a current decision or preparation?

Suggested blocker connections

Check the cause and context before choosing a practice.

B23: We are addicted to planning.B26: We plan and predict rather than test and learn.B48: We spend too much time trying to predict the future.
Strategy · P32Trade fixed performance targets for relative performance targets.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Trial a relative performance measure using an appropriate peer, benchmark or changing context.

What to review · IntotheNXT

Did it improve judgement and behaviour compared with the fixed target?

Suggested blocker connections

Check the cause and context before choosing a practice.

B72: We recognise and reward individuals instead of teams.B77: We prioritise the short term over the long term.
Resources · P33Move from an annual budget to a dynamic budget.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

With the budget owner, trial more frequent resource decisions for a defined area.

What to review · IntotheNXT

Did resources respond to changing needs without weakening financial discipline?

Suggested blocker connections

Check the cause and context before choosing a practice.

B27: We change more slowly than the outside world.B30: Good ideas get lost in bureaucracy.B51: Limited resources.B54: The budgeting process is slow and unresponsive.B77: We prioritise the short term over the long term.
Resources · P34Let people vote with their feet and choose the projects they believe in and want to contribute to.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Invite colleagues to choose among a bounded set of projects, with capacity and delivery commitments visible.

What to review · IntotheNXT

Which projects attracted support, and were essential commitments still met?

Suggested blocker connections

Check the cause and context before choosing a practice.

B33: Learned helplessness.B49: Strategy is driven from the top rather than from the edge.B52: We do not use talent across our system.B71: People do not feel that their work is meaningful.
Resources · P35Start each period with a zero-based budget and virtual investment to capture the wisdom of the crowd.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Use a zero-based allocation exercise and virtual investment for the next planning period.

What to review · IntotheNXT

What did independent allocation choices reveal, and did they inform real decisions?

Suggested blocker connections

Check the cause and context before choosing a practice.

B49: Strategy is driven from the top rather than from the edge.B51: Limited resources.B54: The budgeting process is slow and unresponsive.
Resources · P36Set aside funds every quarter for the team to allocate through participatory budgeting.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Set aside a defined quarterly fund and let a team agree how to allocate it.

What to review · IntotheNXT

Review participation, allocation choices and what the funded work achieved.

Suggested blocker connections

Check the cause and context before choosing a practice.

B30: Good ideas get lost in bureaucracy.B49: Strategy is driven from the top rather than from the edge.B51: Limited resources.B54: The budgeting process is slow and unresponsive.
Resources · P37Invite everyone to spend 20 per cent of their time or more working on what inspires them.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Agree a trial allowing people 20 per cent of their time for work they find worth pursuing.

What to review · IntotheNXT

Review what emerged, what was learned and the effect on other commitments.

Suggested blocker connections

Check the cause and context before choosing a practice.

B24: Work/life boundaries are not used or respected.B53: We drive constantly.B71: People do not feel that their work is meaningful.
Workflow · P38Break the work into sprints to learn faster and reduce risk.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Run a piece of work in short sprints, with a useful result and review at each interval.

What to review · IntotheNXT

Did the rhythm shorten feedback time and expose problems earlier?

Suggested blocker connections

Check the cause and context before choosing a practice.

B22: We operate as though everything is a crisis.B23: We are addicted to planning.B26: We plan and predict rather than test and learn.B27: We change more slowly than the outside world.B48: We spend too much time trying to predict the future.
Workflow · P39Limit work in progress to a specific number of projects, initiatives or tasks.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Set a limit for active work and finish or stop something before starting another item.

What to review · IntotheNXT

Track completion time, ageing work and overload.

Suggested blocker connections

Check the cause and context before choosing a practice.

B10: No time in the day for actual work.B21: Our processes get in the way of the work.B22: We operate as though everything is a crisis.B24: Work/life boundaries are not used or respected.B50: We do not know how to say no.B51: Limited resources.B53: We drive constantly.
Meetings · P40Eliminate all status updates, project reviews and other bureaucratic theatre.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Within an agreed scope, remove status updates and project reviews that do not support a decision or coordination need.

What to review · IntotheNXT

Check time released and whether essential decisions, visibility or coordination suffered.

Suggested blocker connections

Check the cause and context before choosing a practice.

B07: We have meetings to prepare for meetings.B08: Our meetings are theatre.B12: Too many meetings.
Meetings · P41Eliminate or repurpose one-to-ones that gravitate towards permission or politics.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Review a one-to-one that centres on permission or politics and trial a clearer purpose or a pause.

What to review · IntotheNXT

Did the change improve useful support and reduce unnecessary permission seeking?

Suggested blocker connections

Check the cause and context before choosing a practice.

B55: Politics and turf wars.
Meetings · P42Hold regular governance meetings to update agreements, rules, policies, roles and structures.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Schedule a short governance meeting where a team can revise its working agreements and roles.

What to review · IntotheNXT

Were changes made, documented and understood by the people affected?

Suggested blocker connections

Check the cause and context before choosing a practice.

B21: Our processes get in the way of the work.B75: We marvel at our own complexity.
Meetings · P43Elect a facilitator and scribe on every team to keep meetings productive and documented.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Let a team elect a facilitator and scribe for its next cycle of meetings.

What to review · IntotheNXT

Did facilitation improve participation and did records lead to clearer follow-through?

Suggested blocker connections

Check the cause and context before choosing a practice.

B08: Our meetings are theatre.B09: Meetings do not lead to decisions or action.B11: Only the loudest voices get heard.B59: Lack of accountability and ownership.
Meetings · P44Use a meeting moratorium to rebuild the operating rhythm from scratch.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Agree a temporary meeting moratorium for a bounded area and rebuild only the meetings it needs.

What to review · IntotheNXT

Compare time used with decision quality and coordination after the rebuild.

Suggested blocker connections

Check the cause and context before choosing a practice.

B07: We have meetings to prepare for meetings.B10: No time in the day for actual work.B12: Too many meetings.
Meetings · P45Use proven meeting structures that consistently move the work forward.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Choose a meeting structure suited to one recurring purpose and trial it for several sessions.

What to review · IntotheNXT

Did it improve the decision, coordination or learning the meeting exists for?

Suggested blocker connections

Check the cause and context before choosing a practice.

B07: We have meetings to prepare for meetings.B08: Our meetings are theatre.B09: Meetings do not lead to decisions or action.
Meetings · P46Hold regular retrospectives in every team, project and initiative.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Hold a retrospective after a work cycle and choose one change before the next review.

What to review · IntotheNXT

Did the agreed change happen and did the recurring problem improve?

Suggested blocker connections

Check the cause and context before choosing a practice.

B25: We reflect infrequently.B35: We are not self-aware.B53: We drive constantly.B60: People do not do what they say they are going to do.B78: We use good or bad results as an excuse not to change.
Meetings · P47Begin meetings with a chance to get present and check in as human beings.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Begin an existing meeting with a brief, voluntary human check-in.

What to review · IntotheNXT

Did it help people become present and understand one another?

Suggested blocker connections

Check the cause and context before choosing a practice.

B01: Lack of trust.B15: Lack of honesty and candour.B61: Lack of vulnerability.B62: Our “professionalism” gets in the way of being authentic.B63: We favour executing over relating.B73: We are a culture of fear.
Meetings · P48End meetings by observing what the team can do better next time.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Reserve the final few minutes of a meeting to identify one improvement for the next meeting.

What to review · IntotheNXT

Was the adjustment tried, and did it help?

Suggested blocker connections

Check the cause and context before choosing a practice.

B09: Meetings do not lead to decisions or action.B25: We reflect infrequently.B60: People do not do what they say they are going to do.B78: We use good or bad results as an excuse not to change.
Meetings · P49Take turns or speak in rounds to hear all voices during meetings and calls.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Use a speaking round before open discussion so everyone has an initial turn.

What to review · IntotheNXT

Did different concerns surface and influence the discussion?

Suggested blocker connections

Check the cause and context before choosing a practice.

B04: Too much consensus.B11: Only the loudest voices get heard.B67: Diversity is not valued.B74: Lots of effort goes into protecting and stroking egos.
Meetings · P50Give up preplanned agendas and build them on the fly.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Build one meeting’s agenda from participants’ current needs at the start.

What to review · IntotheNXT

Were important needs addressed within the available time?

Suggested blocker connections

Check the cause and context before choosing a practice.

B11: Only the loudest voices get heard.
Information · P51Create dashboards that make team activity and performance visible.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Create a shared dashboard for one team’s work and relevant performance measures.

What to review · IntotheNXT

Did it help colleagues act and reduce duplicate reporting?

Suggested blocker connections

Check the cause and context before choosing a practice.

B06: Opinions matter more than data.B13: Not enough transparency.B16: Lack of visibility between teams.B20: Our technology and tools are not making the most of our potential.
Information · P52Make organisation and team financials transparent and accessible.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Agree how to share a team’s financial information and explain it in a working session.

What to review · IntotheNXT

Could colleagues understand the figures and use them in decisions?

Suggested blocker connections

Check the cause and context before choosing a practice.

B13: Not enough transparency.B55: Politics and turf wars.
Compensation · P53Make compensation transparent to everyone in the organisation.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Design a compensation-transparency pilot with the relevant owners and people affected, agreeing information, access and timing.

What to review · IntotheNXT

Review understanding, perceived fairness and issues that require attention.

Suggested blocker connections

Check the cause and context before choosing a practice.

B13: Not enough transparency.B55: Politics and turf wars.B56: We are a culture of who can get closest to the leader.B64: We are unable to attract and retain top talent.B70: Not enough recognition or rewards.
Information · P54Adopt an “open by default” policy for information.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

For an agreed area, make information open unless there is a stated reason to restrict it.

What to review · IntotheNXT

Could people find what they needed, and were legitimate restrictions maintained?

Suggested blocker connections

Check the cause and context before choosing a practice.

B13: Not enough transparency.B14: Information is shared only on a need-to-know basis.
Information · P55Make all available information searchable and accessible.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Create a searchable home for a defined body of information and test it with its users.

What to review · IntotheNXT

Could people find accurate information without asking around?

Suggested blocker connections

Check the cause and context before choosing a practice.

B14: Information is shared only on a need-to-know basis.B17: Too much email.B19: Outdated technology tools.B20: Our technology and tools are not making the most of our potential.
Information · P56Work in public by making workflow and work in progress visible to other teams.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Share a simple view of work, owners, progress and dependencies with other teams.

What to review · IntotheNXT

Did dependencies surface earlier and did avoidable duplication fall?

Suggested blocker connections

Check the cause and context before choosing a practice.

B16: Lack of visibility between teams.B37: We work in silos.
Information · P57Use software that supports real-time collaboration instead of sharing files.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Move one shared task into a live collaborative workspace with clear ownership.

What to review · IntotheNXT

Did colleagues work from the same current information with less version confusion?

Suggested blocker connections

Check the cause and context before choosing a practice.

B16: Lack of visibility between teams.B17: Too much email.B19: Outdated technology tools.B20: Our technology and tools are not making the most of our potential.
Information · P58Make agreements, rules, policies, roles and structures transparent, documented and governable.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Document a team’s agreements and roles in a shared place, with a clear process for changing them.

What to review · IntotheNXT

Could people find, understand and revise the agreements that shape their work?

Suggested blocker connections

Check the cause and context before choosing a practice.

B02: It is not always clear who has the authority to make decisions.B13: Not enough transparency.B14: Information is shared only on a need-to-know basis.B18: The reasoning behind decisions is not always clear.B39: Roles are not clear.B55: Politics and turf wars.B56: We are a culture of who can get closest to the leader.
Information · P59Phase out internal email and move to shared collaboration channels, such as Slack or Teams.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Move one internal email flow into an agreed shared collaboration channel.

What to review · IntotheNXT

Check whether information became easier to find and whether interruption levels changed.

Suggested blocker connections

Check the cause and context before choosing a practice.

B17: Too much email.B19: Outdated technology tools.
Information · P60Hold a regular ask-me-anything meeting open to everyone.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Hold an open ask-me-anything session and record answers and follow-up commitments.

What to review · IntotheNXT

Did useful questions receive candid answers and visible follow-through?

Suggested blocker connections

Check the cause and context before choosing a practice.

B13: Not enough transparency.B18: The reasoning behind decisions is not always clear.
Membership · P61Prioritise generative difference when hiring and forming teams.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Identify perspectives or capabilities missing from a team and use them in its next hiring or formation decision.

What to review · IntotheNXT

Did the difference contribute to the work and receive a fair hearing?

Suggested blocker connections

Check the cause and context before choosing a practice.

B41: Teams are not cross-functional or cross-disciplinary.B64: We are unable to attract and retain top talent.B66: Gender balance is off.B67: Diversity is not valued.
Membership · P62Stop hiring for culture fit and hire for what is missing from the culture.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Rewrite one hiring brief around what would add to the culture and contribution of the team.

What to review · IntotheNXT

Did selection consider useful difference alongside the requirements of the role?

Suggested blocker connections

Check the cause and context before choosing a practice.

B41: Teams are not cross-functional or cross-disciplinary.B64: We are unable to attract and retain top talent.B66: Gender balance is off.B67: Diversity is not valued.
Membership · P63Create a team charter for every team, project or initiative.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Write a short charter covering purpose, commitments, communication and disagreements, then use it.

What to review · IntotheNXT

Where did the charter help, and which expectations remain unclear?

Suggested blocker connections

Check the cause and context before choosing a practice.

B38: Relationships across functions are strained.B57: Individuals over teams.B58: People talk behind others’ backs.B59: Lack of accountability and ownership.B60: People do not do what they say they are going to do.B65: We avoid tough conversations.B68: Passive-aggressive culture.
Membership · P64Create a “user manual to me” for every member of the team.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Invite colleagues to write and discuss a short guide to their working preferences and needs.

What to review · IntotheNXT

Did it improve understanding without turning preferences into fixed labels?

Suggested blocker connections

Check the cause and context before choosing a practice.

B01: Lack of trust.B35: We are not self-aware.B38: Relationships across functions are strained.B58: People talk behind others’ backs.B61: Lack of vulnerability.B62: Our “professionalism” gets in the way of being authentic.B63: We favour executing over relating.B74: Lots of effort goes into protecting and stroking egos.
Compensation · P65Make time for gratitude, recognition and celebration.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Use an existing team moment for specific gratitude, recognition and celebration of contributions.

What to review · IntotheNXT

Did people feel their contributions were seen and understood?

Suggested blocker connections

Check the cause and context before choosing a practice.

B57: Individuals over teams.B70: Not enough recognition or rewards.B71: People do not feel that their work is meaningful.B72: We recognise and reward individuals instead of teams.
Mastery · P66Replace annual performance reviews with continuous feedback.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

With the relevant owner, trial frequent feedback conversations as the basis for reviewing performance.

What to review · IntotheNXT

Did people receive timely support and clear expectations throughout the period?

Suggested blocker connections

Check the cause and context before choosing a practice.

B32: Lack of feedback.B35: We are not self-aware.B36: Career paths are unclear.B64: We are unable to attract and retain top talent.
Mastery · P67Share a round of instant feedback after every sprint, event or milestone.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Exchange specific feedback immediately after a shared sprint, event or milestone.

What to review · IntotheNXT

Could recipients understand the feedback and act on it in the next attempt?

Suggested blocker connections

Check the cause and context before choosing a practice.

B25: We reflect infrequently.B32: Lack of feedback.
Mastery · P68Ritualise and master giving, receiving and acting on feedback.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Practise a repeatable feedback routine, including receiving feedback and agreeing an action.

What to review · IntotheNXT

Did feedback become easier to use, and were agreed actions followed through?

Suggested blocker connections

Check the cause and context before choosing a practice.

B15: Lack of honesty and candour.B32: Lack of feedback.B35: We are not self-aware.B65: We avoid tough conversations.B68: Passive-aggressive culture.
Mastery · P69Create communities of practice for knowledge sharing and development.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Bring colleagues with a shared discipline together to solve a recurring problem and exchange knowledge.

What to review · IntotheNXT

Did participants apply what they learned in their own teams?

Suggested blocker connections

Check the cause and context before choosing a practice.

B34: Our people do not have the skills we need.B36: Career paths are unclear.B37: We work in silos.B52: We do not use talent across our system.
Compensation · P70Transition from individual rewards to collective rewards.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

With the relevant reward owner, trial a collective reward for an agreed shared outcome.

What to review · IntotheNXT

Review cooperation, the outcome and any unintended incentives.

Suggested blocker connections

Check the cause and context before choosing a practice.

B57: Individuals over teams.B70: Not enough recognition or rewards.B72: We recognise and reward individuals instead of teams.
Strategy · P71Conduct a start, stop, continue exercise on the portfolio of projects and initiatives.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Review the portfolio together and explicitly choose what to start, stop and continue.

What to review · IntotheNXT

Did capacity move to the chosen work and did the stopped work stay stopped?

Suggested blocker connections

Check the cause and context before choosing a practice.

B22: We operate as though everything is a crisis.B45: No agreement on strategic priorities.B47: We waste time on the wrong things.B50: We do not know how to say no.B51: Limited resources.B78: We use good or bad results as an excuse not to change.
Membership · P72Take time to get to know one another.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Make time for colleagues to share experiences and understand one another beyond task updates.

What to review · IntotheNXT

Did mutual understanding help the team work together?

Suggested blocker connections

Check the cause and context before choosing a practice.

B01: Lack of trust.B38: Relationships across functions are strained.B61: Lack of vulnerability.B62: Our “professionalism” gets in the way of being authentic.B63: We favour executing over relating.
Membership · P73Make time for fun.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Let a team choose a voluntary shared activity for enjoyment within its available time.

What to review · IntotheNXT

Did colleagues enjoy it and feel comfortable choosing whether to join?

Suggested blocker connections

Check the cause and context before choosing a practice.

B53: We drive constantly.B62: Our “professionalism” gets in the way of being authentic.B63: We favour executing over relating.
Membership · P74Create a forum for saying what needs to be said without fear of reprisal.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Agree a forum for raising difficult issues, with clear expectations against reprisal and visible responses.

What to review · IntotheNXT

Did people raise issues earlier and receive a useful response?

Suggested blocker connections

Check the cause and context before choosing a practice.

B01: Lack of trust.B15: Lack of honesty and candour.B29: Failure is unacceptable.B33: Learned helplessness.B58: People talk behind others’ backs.B61: Lack of vulnerability.B65: We avoid tough conversations.B68: Passive-aggressive culture.B73: We are a culture of fear.B74: Lots of effort goes into protecting and stroking egos.
Mastery · P75Offer peer-to-peer master classes taught by team members.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Invite a colleague to teach a short session using a real problem and their own experience.

What to review · IntotheNXT

Could others apply the learning in their work?

Suggested blocker connections

Check the cause and context before choosing a practice.

B34: Our people do not have the skills we need.B52: We do not use talent across our system.
Meetings · P76Use videoconferencing to increase emotional understanding during remote meetings and calls.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Where suitable, trial video for a remote conversation that benefits from seeing people’s reactions.

What to review · IntotheNXT

Did it improve understanding, and did the format work for participants?

Suggested blocker connections

Check the cause and context before choosing a practice.

B19: Outdated technology tools.
Structure · P77Limit teams and committees to fewer than nine people.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Trial a team or committee of fewer than nine people, with clear input routes for others.

What to review · IntotheNXT

Review participation, decision time and whether relevant perspectives were included.

Suggested blocker connections

Check the cause and context before choosing a practice.

B40: Everyone needs to be involved in everything.B75: We marvel at our own complexity.
Membership · P78Develop a conflict resolution process and recognise productive conflict.Source practice · Brave New WorkExplore this practice

A possible experiment · IntotheNXT

Agree and practise a conflict resolution process on a real disagreement, recognising useful challenge.

What to review · IntotheNXT

Was the issue addressed constructively and did the agreement hold?

Suggested blocker connections

Check the cause and context before choosing a practice.

B15: Lack of honesty and candour.B38: Relationships across functions are strained.B58: People talk behind others’ backs.B65: We avoid tough conversations.B68: Passive-aggressive culture.

Give every experiment a simple brief.

Write enough to make the test clear, then get on with it.

The blocker
A real example of the obstacle and its effect on the work.
The practice and hypothesis
What will change, and why do we expect it to help?
People and ownership
Who will take part, who is affected and who owns the review?
Duration and review
When does the test start, end and get reviewed?
Evidence
What observations, measures or stories will show benefit or harm?
Resources and boundaries
What time, funding, advice or consent is needed to make it safe to try?

The Culture Playbook

Daniel Coyle

A further source of practical ideas for building safety, trust and shared purpose. Teams can draw on it when choosing a practice to test.

Read about the book ↗
3
Remove the barriers to scale

Help useful practices spread.

A local experiment may work well and still struggle to spread. Make the learning visible, help other teams adapt it and change the conditions that stand in their way.

A

Share the evidence and the conditions

Make it easy to see the original blocker, what the team tried, what happened and where the practice was useful. Include the limits and unsuccessful attempts. Other teams can decide whether a similar trial makes sense for them.

Colleagues who have used the practice can coach the next team. Shared examples and short peer sessions help the learning travel.

B

Remove what prevents adoption

Ask what would stop another team using the practice. It may be an approval rule, a funding restriction, a conflicting target, a system dependency or a shortage of time or skill.

Make removing barriers to adoption a standing item on the management team agenda. Review barriers raised by teams, decide what needs to change and give each barrier an accountable owner with the authority to resolve it. Track decisions and progress at subsequent meetings, and report back to the teams concerned. Check the effect on the wider organisation before changing a shared rule.

C

Keep the cycle going

Build a regular rhythm for reviewing contributions, choosing experiments and sharing results. Keep contributors informed as their blocker moves through an experiment, a decision or a change to a shared rule. Close the loop with the outcome and its explanation, and retire practices that have stopped helping.

Start with easier changes that are safe to try and can show a useful result. As teams gain experience and trust in this way of working grows, experiments gradually spread across the grid to more difficult blockers and practices. What teams learn from one change helps them tackle the next.

Track whether obstacles are being resolved, experiments are producing useful learning and teams can adopt what works. New blockers and bright spots feed the next cycle.

Outcome: a rolling set of improvement opportunities that teams can run, review and spread across the organisation.
Get started

Start with what gets in the way of great work.

Discuss how the approach could work in your organisation.

Discuss the approach with us
© 2026 IntotheNXT