Most content on influence in senior technical work treats it as a skill. Something learnable. The ability to read a room, frame a technical position in the language of the person receiving it, time an intervention correctly, manage the dynamics of a difficult conversation. These capabilities are real and they are necessary. The architect who…
Large organisations divide accountability deliberately. Risk sits here. Product sits there. Delivery sits somewhere else. Architecture somewhere else again. Each function has a reporting line, a governance obligation, a definition of what good looks like from its own position. That division is the rational response to scale, complexity, and the control requirements that accumulate in…
Everything written about senior architecture work is written after the fact. The strategy succeeded. The strategy stranded. The transformation landed. The transformation failed. The lessons get drawn from a position where the outcome is settled and the writer can see the arc cleanly. That distance is what makes the reflection possible. It is also what…