Throughout my career there has been one under-pinning drive. It is about helping people in organisations grow and develop and helping them to build organisations that can thrive in a VUCA world.The challenge of VUCA is one of several that I work with, and it is deeply satisfying when clients build more successful organisations. Two other ways in which I am able to apply that underlying drive are:• Thinking partner to executives. For those already in role or transitioning to a new role, the approach is all about asking insightful and challenging questions. It is NOT about telling people what to do, but it IS about helping them to better understand the realities of their organisations, and the priorities that need to be tackled.• Analysing the complex organisational systems in which people operate. People are influenced by the system within which they operate; they in turn influence the system, in a never-ending loop. My role is in helping people to locate ‘levers for change’ in the complexity, and fix that which needs fixing, so that the whole system works better.A big lesson I have learned is that there is no place for simplistic thinking about people and organisations, and that ‘culture counts’ more than is often realised. Organisation culture is not a soft and squishy idea. It comes about as a result of ‘permissions’ – the implicit signals that stem from the organisation, that permit people to behave in some ways and prohibits others. My role is to track down the sources of any negative permissions; and get them changed to their positive form.Along with my colleagues at MBSL, I apply an approach of co-creation to the building of resilient organisations - those that constantly adapt to an ever-changing environment and grow and thrive. Why co-creation? It starts with that “help people grow and develop” drive. But it is also our redundancy strategy. Our job is to co-create resilience, and in doing so exit stage left – as soon as possible.