The blog captures observations from that work as they happen. Organizational Flow develops those observations into a coherent perspective — an evolving answer to how organizations create value.
Its starting point is organizational friction: organizations rarely become slow because people work slowly, but because friction — unclear ownership, handoffs, decisions that wait — accumulates faster than value is created. Good places to begin are theten-minute version, thekey concepts, or how the thinking applies toteam boundaries and cognitive load and toorganizations with AI agents.
Practice, insight and perspective
The heading above is how this site is organized. Practice is the work itself: architecture and organizational design inside real organizations, with real deadlines and real constraints. It producesinsight — the things you only notice from inside an assignment, written down as they happen on the blog. Enough insight, looked at together, develops into aperspective: Organizational Flow, a working theory of why organizations become slower than they need to be. And the perspective goes back into practice, where it is tested again, which is why the book is published as a working draft rather than a finished one.
In short: practice creates insight, insight develops perspective, and perspective improves practice — in architecture, in organizational design, and in the organizations I work with.
Organizational Flow in brief
Organizational Flow is an organization's ability to keep moving information, decisions, execution and learning through the capabilities it depends on, so that value actually reaches customers and users. It falls when structural friction builds up — a capability nobody can say they own, context rebuilt at every handoff, decisions that wait for weeks, outcomes that never travel back to whoever chose. The book describes four indicators for seeing it: ownership clarity,handoff loss,decision latency andlearning cycle time.
It is free to read online, to listen to, to download as a PDF, or to order as a printed copy. Theself-assessment takes about fifteen minutes and points at the chapters that match whatever is currently creaking in your own organization. The same ideas are put to work in Cambium, a prototype that models an organization of people and AI agents and shows where work will get stuck.
What I work on
More than twenty years where business, technology and organization meet — in insurance, media, advertising and digital services — as developer, solution architect, chief architect, head of architecture and senior advisor. Today that means a handful of things organizations bring me in for:
- Enterprise architecture and strategy validation — testing direction before more money is committed.
- Capability and domain design — drawing the boundaries teams can actually own.
- Architecture enablement — guardrails that let teams decide without waiting.
- Interim chief architect and senior advisor — for a transformation or a leadership gap.
- Solution architecture — complex flows across CRM, subscriptions, payments, orders and ERP.
- Organizational Flow diagnostic — finding where the friction actually sits.
I work in Swedish and English, in the Stockholm area and remotely. Get in touch, or läs på svenska.
Recent writing
- IT-avdelningen finns för att någon måste översätta. Snart måste ingen.
Varför affär och utveckling går ihop när AI tar bort översättningsledet, vad som händer med core IT, och hur små team kan bära hela förmågor.
- The IT Department Exists Because Someone Has to Translate. Soon Nobody Will.
Why business and development are merging as AI removes the translation layer, what happens to core IT, and how small teams can carry whole capabilities.
- Cheap code gets expensive fast
AI makes code easy to produce but not cheap to own. Why shared design and domain clarity matter more when code costs less to write.
- The Meter Was Always Running
The newest chapter of Organizational Flow: why AI makes the cost of navigating an organization visible for the first time.