Making Work “Work”
For employees, organisations, and the systems that connect them
Work doesn’t fail because people don’t care.
It fails when workforce practices, leadership decisions, and systems stop making sense together.
I focus on how work is designed, managed, and experienced in real organisations, particularly in complex, high-pressure environments. My work examines workforce practices, leadership choices, and organisational systems, and how they shape trust, performance, and sustainability over time.
Rather than chasing trends, I’m interested in the everyday decisions that quietly define working life. Hiring and exits. Policies and rotas. Data and governance. Learning, leadership, and the signals organisations send about what really matters.
The challenge isn’t just adapting to change.
It’s building workforce practices that are ethical, workable, and resilient, especially when demands are high and resources are tight.
Insights: Writing on workforce practices, organisational culture, trust, and the everyday decisions that shape working life. These articles draw on practice and research to question assumptions, surface trade-offs, and explore how work actually functions in complex organisations
Strategy: Designed for leaders, practitioners, managers, small businesses and organisations working in complex contexts.
Evidence-informed guides and frameworks focused on improving workforce practices, leadership decision-making, and organisational systems. This work draws on research and practice to support clearer choices around people, policy, and structure in complex environments.
Olufunke Olawale: Workforce Management & Development 