top of page


The theory of HIM and associated methodology Goal-Oriented Organisation Design (GOOD)


  • "Human Interactions" (2005, Meghan-Kiffer Press)

  • "In Search of BPM Excellence" (2005, Meghan-Kiffer Press)

  • "Business Process Management Handbook, 1st edition" (2010, Springer) - see below for link to 2nd edition

  • "Social BPM" (2011, Workflow Management Coalition)

  • "How Knowledge Workers Get Things Done" (2012, Workflow Management Coalition)

  • "Empowering Knowledge Workers" (2013, Workflow Management Coalition)

  • "Business Process Management Handbook, 2nd edition" (2014, Springer)

  • "Cosmos and Chaos" (2019, Tambar Arts)

  • "Supercommunities" (2021, Meghan-Kiffer Press)

  • "Supernations" (forthcoming)

    Nations used to understand the threats they faced, the outcomes they sought, and the tools they needed. None of that is true any more.

    Government's first duty is to manage strategic risk to its sovereignty. However, in areas from technology capability to social values to economic stability, democracies are failing. "Supernations" explains the difference between threats that must be countered and threats that can only be removed, showing how to develop effective responses to both types of threat. A Supernation uses its resources to enable antifragile outcomes at both national and international level.

  • "Superorganisations" (forthcoming)

    In today’s world, most organisations are engaged in a perpetual struggle to keep up - a struggle that is ultimately a race to the bottom for all parties.

    "Superorganisations" shows an organisation of any type can change a no-win game to a win-win game. A Superorganisation is a platform for the communities it serves, making best use of emerging technologies to support antifragile outcomes at grass roots.

Articles, conference papers, and other research

Introductory Video - from 2006, but as true today?

Much work is gradually being automated and/or offshored, so the human work left over is more important than ever - it is the only competitive differentiator left, and such work depends fundamentally on collaboration.

Yet new software tools have only made communication quicker, not made collaboration more efficient - individual workers are running harder than ever to stand still, and organizations have lost the ability to manage their workforce.

We all need to collaborate better - to adopt a simple, general approach that meets both individual and organizational needs, and is fully supported by (low-cost) software.

bottom of page