INMAA's thinking on governance, complexity, and the practice of managing complex projects. Articles, publications, conference contributions, and academic work — by John Al Khateeb and collaborators.
Large-scale initiatives most often fail not because of poor execution, but because a foundational decision — how the delivery lifecycle is selected — is never deliberately made. This white paper documents a public sector digital transformation program where a project was inheriting a program-level predictive lifecycle it was never suited to, and shows how a mid-execution transition to a hybrid iterative model recovered delivery within three months. INMAA Advisory's governance
An organisation spending over AUD $500,000 per week on stock across 500+ SKUs could not explain why its costs were accelerating — and the cause was not inventory management, but a breakdown in decision-making governance. This white paper documents a two-year engagement that delivered a 30% reduction in stock purchasing (approximately AUD $7.8 million annually) with minimal impact on availability. The intervention was a governance reform, not a technical fix — restoring eviden
