Key Highlights
👉 Leadership is less about steering people and more about protecting the conditions that allow professionals to self-direct and exercise judgment.
👉 Bureaucracy doesn’t disappear by ignoring it - it can be redesigned and embedded into software, freeing people from mindless administrative work.
👉 Strategy doesn’t need to be a centralised offsite exercise; it can emerge through continuous, horizontal dialogue grounded in frontline experience.
👉 The true measure of support isn’t the size of the back office, but whether teams feel enabled to do meaningful work with minimal friction.
👉 Most people are already entrepreneurial in their daily lives - organisations simply need to create environments where that instinct can surface at work.
👉 Self-management works best when the focus shifts from controlling what might go wrong to expanding what professionals are capable of handling themselves.
👉 Steward ownership reframes capital as responsibility rather than control, aligning long-term purpose with financial sustainability.
👉 When trust is embedded in the system, resilience follows - from pandemic response to unexpected disruptions, autonomy accelerates adaptation.

Remember that you can always find transcripts and key highlights of the episode on our website: https://www.boundaryless.io/podcast/jos-de-blok

Episode recorded on Jan 12, 26

Find out more about the show and the research at Boundaryless at https://boundaryless.io/resources/podcast/

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Music

Music from Liosound / Walter Mobilio. Find his portfolio here: https://blss.io/Podcast-Music

What do we think about Agile beyond frameworks - and how organisations actually learn, adapt, and continuously improve?

Håkan Forss, a lean and agile coach and speaker who has become legendary for his iconic Lego figures-based presentations, joins us to unpack the hidden purpose of Agile and why its true power lies not in methods but in how organisations design for flow and fast customer feedback.

Speaking on concepts like lean thinking, Kanban, and theory of constraints, Håkan explores why visualising work is a radical act in knowledge organisations, how limiting work in process exposes real constraints, and why optimising for customer feedback - not busyness - is essential in complex systems.

This episode offers a long-term perspective on Agile, beyond fads.

Håkan takes us inside his long-standing practice of working with organisations as living systems, discussing how traditional, project-based organisations struggle to operate in flow, how autonomy and coherence are often imbalanced, and how to address this in modern organisations.

As the conversation widens to autonomy, AI, and decentralised teams, we explore deeper questions: what does it mean to organise when individuals can act faster alone, yet outcomes still depend on collective coherence?

Key Highlights
👉 The purpose of Lean and Agile is to achieve real business results for customers; methods and frameworks are only a means to that end.
👉 Knowledge work is mostly invisible - it lives in people’s heads and inside computers, which makes visualisation a critical enabler of understanding and improvement.
👉 Making work visible in a physical space helps people grasp the bigger context, react emotionally, and recognise how much work is actually happening in parallel.
👉 Once waiting time and bottlenecks are visible, it becomes difficult to ignore the need for change - “once you see it, you cannot unsee it.”
👉 Flow efficiency focuses on how much time customers' needs are actively being worked on versus how much time work is waiting.
👉 Most organisations are structured around projects, systems, or silos, while actual customer needs cut across those boundaries and create delays.
👉 Limiting work in process - not “work in progress” - exposes where work is standing still and forces problems to surface.
👉 Faster customer feedback is more valuable than maximising utilisation, especially when organisations do not yet know what customers really need.
👉 Increasing autonomy can improve flow, but without shared purpose and strategy, teams risk pulling in different directions and cancelling each other out.
👉 Radical transparency around goals and key metrics enables people to self-organise around what matters most.
👉 As power shifts to the edges with AI and decentralisation, the challenge for organisations moves from enabling flow to achieving coherence across signals.

Topics /chapters

(00:00) Agile in First Principles: Visualisation, Flow and Constraints - INTRO

(01:25) Introducing Håkan Forss

(03:24) The Hidden Purpose of Agile: Beyond Methods to Business Results

(08:44) Visualising as a Radical Tool for Impact

(13:26) How do traditional organisations operating in flow

(16:12) Visualization beyond the tools

(18:45) What’s the Value of Limiting Work in Progress

(26:23) Theory of Constraints at a Portfolio Level

(30:46) What’s the edge of collaborative work in the age of AI?

(42:54) Breadcrumbs and Suggestions

Remember that you can always find transcripts and key highlights of the episode on our website: https://www.boundaryless.io/podcast/Forss-Hakan

Episode recorded on Jan 09, 26

Find out more about the show and the research at Boundaryless at https://boundaryless.io/resources/podcast/

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Music

Music from Liosound / Walter Mobilio. Find his portfolio here: https://blss.io/Podcast-Music

Key Highlights
👉 Design is not neutral problem-solving; it actively shapes how people live, relate, and understand what is possible.
👉 Most business models are structurally optimised for efficiency and value capture - not for meeting human or societal needs.
👉 Systemic transitions cannot be engineered, scaled, or optimised without losing their democratic and participatory core.
👉Capitalism maintains dominance by presenting itself as the only viable system, while alternative value systems and economies already exist beneath the surface.
👉 What counts as “value” is not fixed; it is produced by institutions, infrastructures, and cultural norms - and can be redesigned.
👉 Universities play a critical role as spaces where future practitioners, imaginaries, and societal norms are formed - their decline risks narrowing the futures we can collectively imagine.
👉 Designers’ unique contribution to transition lies in making change livable at the human scale, not in accelerating adoption or efficiency.

Remember that you can always find transcripts and key highlights of the episode on our website: https://www.boundaryless.io/podcast/tonkinwise-cameron

Episode recorded on Dec 18, 25

Find out more about the show and the research at Boundaryless at https://boundaryless.io/resources/podcast/

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Music

Music from Liosound / Walter Mobilio. Find his portfolio here: https://blss.io/Podcast-Music

Key Highlights
👉 Architecture can also be seen as a practice of selling options - enabling organisations to defer decisions and adapt as strategy and context evolve.
👉 Optionality always comes with a cost: more flexibility introduces greater complexity, so architects must continually balance benefits against trade-offs.
👉 Good architecture cannot be designed inside IT alone - it must be grounded in business intent, market direction, and strategic positioning.
👉 Domain understanding shouldn’t live only with data teams - it requires joint meaning-making across business, tech, and architecture.
👉 GenAI amplifies organisational dysfunction rather than fixing it - faster code and automation expose weak strategy, unclear domains, and siloed thinking.
👉 Those who work only within narrow silos are the most replaceable; future-relevant capability lies in boundary-spanning, systems thinking, and cross-domain judgment.
👉 As technology accelerates delivery, organisations must strengthen reflection, modelling, and decision-making - because the bottleneck shifts from building software to understanding what to build.
👉 Shared ontologies and domain modeling are essential for collaboration and extensibility - without them, organisations struggle to integrate partners, ecosystems, and platforms.

Remember that you can always find transcripts and key highlights of the episode on our website: https://www.boundaryless.io/podcast/hohpe-gregor

Episode recorded on Dec 01, 25

Find out more about the show and the research at Boundaryless at https://boundaryless.io/resources/podcast/

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Music

Music from Liosound / Walter Mobilio. Find his portfolio here: https://blss.io/Podcast-Music

What happens when work no longer guarantees reward and time itself feels unanchored?

In this episode, Jasmine Bina - brand strategist, cultural futurist, and CEO of Concept Bureau - joins us to explore how meaning, culture, and value creation are being reshaped in societies and affecting our organisations.

Drawing on her latest work, Age of Potency, Jasmine unpacks how cultural resets have now created “vacuums” that are being filled through new forms of identity, experimentation, spirituality, and community, among others.

We discuss what this shift means for organisations and brands, why optimisation and expertise are giving way to experimentation, and how brands can play a role in helping people form new meaning systems.

This episode offers a powerful lens for understanding cultural change and why the next era of value creation will belong to those willing to engage with uncertainty.

Jasmine takes us inside her work of tracking emerging signals at the edges of society, sharing how “Exposure Therapy” - her practice and community - deliberately immerses strategic minds in unfamiliar and often overlooked cultural spaces where new forms of meaning, and the future itself, first take shape.

Together, these reflections offer a powerful perspective on brand-building as a disciplined practice - less of a formula that needs to be applied, and more of a form of training that strengthens perception, resilience, and judgment in times of deep cultural change.

Key Highlights
👉 Culture is not collapsing but reorganising, as traditional sources of meaning around work, trust, and time lose their power and create cultural “vacuums.”
👉 When work no longer guarantees reward, people begin experimenting with new identities, values, and meaning systems beyond professional success.
👉 Trust does not disappear in times of crisis - it relocates to spaces where people willingly embrace vulnerability, often outside mainstream institutions.
👉 Brands and organisations can no longer rely on optimisation and expertise; experimentation is becoming the primary way to generate new insight and value.
👉 The future of culture is already visible in people’s private lives, where latent identities and unmet desires take shape long before markets recognise them.
👉 Exposure to unfamiliar, uncomfortable, and marginal cultural spaces is essential for sensing emerging signals.
👉 Optimism is not wishful thinking but a strategic posture that enables better pattern recognition and more meaningful connections across signals.
👉 Technology does not determine the future on its own - culture bends technologies to human needs, values, and belief systems.
👉 Brands that matter in the next decade will help people navigate uncertainty by offering new narratives about what it means to live well, belong, and contribute.

Topics /chapters

(00:00) The Age of Potency: How Meaning, Work, and Trust Are Being Rewritten - Intro

(01:23) Introducing Jasmine Bina

(08:44) Organisational and Consumer Responsibilities in the Age of Potency

(12:39) Are companies prepared for the cultural shifts?

(16:10) Are organisations looking into brand textures?

(19:41) What’s the culture one can hold onto?

(22:36) The Culture of Limits

(30:30) What should we be thinking about as brands?

(34:21) How do you avoid self-fulfilling prophecies?

(43:15) Breadcrumbs and Suggestions

Remember that you can always find transcripts and key highlights of the episode on our website: https://www.boundaryless.io/podcast/bina-jasmine

Episode recorded on Nov 13, 25

Find out more about the show and the research at Boundaryless at https://boundaryless.io/resources/podcast/

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Music

Music from Liosound / Walter Mobilio. Find his portfolio here: https://blss.io/Podcast-Music

Key Highlights
👉 Organisations struggle to see signals outside their existing theory, categories and mental models: ones that make them efficient but also make them blind during liminal times.
👉 Customers are constantly evolving - which means they often see shifts in value long before organisations do. Paying attention to customers is one of the most reliable ways to notice what’s changing outside your existing theory.
👉 Innovation requires the ability to visualise and hold ambiguity - letting go of familiarity to notice what doesn’t fit the current map.
👉 Architectural innovation means breaking the system into pieces and reassembling it from first principles - not just optimising components.
👉 Failure is essential - most experiments will fail, but a few (like AWS for Amazon) can redefine the complete business.
👉 Paying attention to anomalies and accidents can unlock entirely new markets.
👉 You can’t think your way into a new worldview, but you act your way into one through play, prototyping, and exploration.
👉 Looseness, redundancy, and play at the edges enable organisations to notice weak signals and adapt faster than tightly optimised systems.

Remember that you can always find transcripts and key highlights of the episode on our website: https://www.boundaryless.io/podcast/gray-dave

Episode recorded on Nov 13, 25

Find out more about the show and the research at Boundaryless at https://boundaryless.io/resources/podcast/

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Music

Music from Liosound / Walter Mobilio. Find his portfolio here: https://blss.io/Podcast-Music

Key Highlights
👉 Self-managing organisations thrive on dynamic hierarchies, enabling structures, and distributed decision-making rather than rigid top-down control.
👉 Accountability works best as a relational practice grounded in choice, trust, and transparent communication, not coercion.
👉 True accountability requires freedom: individuals must be able to say no for their yes to be meaningful and fully owned.
👉 Balancing care and performance creates spaces for development where individuals and teams can grow sustainably.
👉 Psychological safety paired with challenge fosters both learning and innovation, avoiding the traps of comfort or anxiety extremes.
👉 Exposure to real consequences - like zero distance to customers - builds responsibility and encourages self-correcting behaviour.
👉 Both market performance and human-centred care can coexist when organisations prioritise autonomy, clarity, and alignment on values.
👉 Commitment-keeping and follow-through are foundational principles for self-managing, high-trust organisations.

Remember that you can always find transcripts and key highlights of the episode on our website: https://www.boundaryless.io/podcast/gill-lisa

Episode recorded on Oct 17, 25

Find out more about the show and the research at Boundaryless at https://boundaryless.io/resources/podcast/

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Music

Music from Liosound / Walter Mobilio. Find his portfolio here: https://blss.io/Podcast-Music

Key Highlights
👉 Decentralised organisations reduce the cost of organising by embedding rules, roles, and incentives directly into software, minimising the need for traditional bureaucratic structures.
👉 AI agents can take on organisational roles, augmenting human capabilities and enabling more modular, scalable coordination.
👉 Lowering coordination costs increases the responsibility for individuals to participate meaningfully in organisational life.
👉 Roles within organisations can be made programmable and modular, allowing for flexible experimentation and adaptation.
👉 Reusable frameworks and templates accelerate organisational experimentation, letting groups test new coordination methods quickly.
👉 Individuals may act like “micro-organisations” with AI agents representing them, but collaboration will always remain necessary for complex problem-solving.
👉 Tokenisation and algorithmic governance allow individuals to earn ownership and rewards proportional to the value they create in an organisation.
👉 Participating in decentralised organisations requires embracing uncertainty, both in outcomes and in coordination dynamics.

Remember that you can always find transcripts and key highlights of the episode on our website: https://www.boundaryless.io/podcast/protocol-Hats

Episode recorded on Oct 01, 2025

Find out more about the show and the research at Boundaryless at https://boundaryless.io/resources/podcast/

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Music

Music from Liosound / Walter Mobilio. Find his portfolio here: https://blss.io/Podcast-Music

A thought leader and pioneer in platforms and ecosystems, partner at Speed Invest and an instructor at Reforge, Sameer Singh joins us on this episode to reintroduce the world of platforms, challenge the idea of AI as a platform shift, and talk about what makes products truly memorable in a market over-proliferated with choices. He helps us “Separate signals from the noise,” and shares his practical insights into what makes today’s startups investable: from founders with missionary zeal to data-informed decision-making, and so much more. For anyone curious about the intersection of AI-enabled consumer experiences and the evolving world of platforms, this episode is a must-listen.

Sameer brings deep expertise in platforms with a sharp focus on scalable distribution models, retention, and core problem-solving.

In this episode, he discusses his recent investments, framing generative AI as a powerful layer within the technology stack that can unlock new forms of multiplayer interactions and creative experiences.As always, he shares practical insights for entrepreneurs navigating the evolving landscape of marketplaces, social products, and what the future looks like for AI-enabled consumer experiences.

Key Highlights
👉 Organisations are evolving beyond rigid hierarchies as transaction costs fall and capabilities expand.
👉 Building a resilient organisation requires focusing on platforms that enable value creation, not just managing people.
👉 The “platform philosophy” allows organisations to extend beyond formal boundaries, inviting external talent and partners to participate.
👉 World-building in organisational design creates a compelling culture and environment that attracts talent, fosters engagement, and drives innovation.
👉 Automation, orchestration, and composability can empower employees to focus on high-value work rather than repetitive tasks.
👉 Leaders need to act as architects of the workplace and navigators of uncertainty, rather than bureaucratic monitors.
👉 Mapping organisational capabilities and continuously developing them is essential for strategic advantage, especially in knowledge-based and customer-facing work.
👉 Agentic AI and other emerging technologies can become subsidised enablers, helping organisations build “machines that create machines.”
👉 Employees can act as distributed designers: automating repetitive work and contributing to the evolution of the organisational platform.

Topics /chapters

(00:00) Organising as World-Building: How AI & Platforms unlock Human Flourishing - Intro

(01:37) Introducing Lee Bryant

(03:10) Thinking about Organisational Design from the edge

(13:48) The Agent and Human Interaction

(20:17) Composing Capabilities Across Boundaries

(29:42) Balancing Humanity and Automation: Rethinking AI in organisations

(36:04) Rethinking the idea of an organisation as transaction costs reduce

(42:17) Building platforms that enable Value: Rethinking an organisation’s Core

(51:24) Breadcrumbs and Suggestions

Remember that you can always find transcripts and key highlights of the episode on our website: https://www.boundaryless.io/podcast/bryant-lee

Episode recorded on Oct 2, 2025

Find out more about the show and the research at Boundaryless at https://boundaryless.io/resources/podcast/

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Music

Music from Liosound / Walter Mobilio. Find his portfolio here: https://blss.io/Podcast-Music

Key Highlights
👉 True network effects are mathematically grounded and don’t change across technological eras.
👉 Generative AI: is it a technology stack or a platform shift?
👉 Single-user AI interactions do not inherently generate network effects. True network effects arise from unique, structured multiplayer interactions.
👉 In consumer tech, founder background is less predictive of success; what matters more is the founder’s obsession with the problem and willingness to learn, and understand user behaviour.
👉 For meaningful innovation, AI should enable new experiences or multiplayer interactions under the surface, rather than being exposed as a chat interface or standalone product. Direct, one-click AI interactions often reduce value and break potential network effects.
👉 A true platform combines a usable product, developer tools, a way to match users with applications, and an economic incentive for developers.

Remember that you can always find transcripts and key highlights of the episode on our website: https://www.boundaryless.io/podcast/singh-sameer

Episode recorded on Sep 17, 2025

Find out more about the show and the research at Boundaryless at https://boundaryless.io/resources/podcast/

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Music

Music from Liosound / Walter Mobilio. Find his portfolio here: https://blss.io/Podcast-Music