James Kitney

James has 20 years of experience supporting organisations in New Zealand and Australia helping organisations develop world-class strategies and organisational systems that enable organisations to realise their full potential. James views strategy and transformation as two critically linked components that help organisations move from problem/opportunity space into realising their potential. He has delivered corporate strategies and large-scale transformation programs for some of New Zealand and Australia's leading brands, including FMG, AMP, Tātaki Auckland Unlimited, Southern Cross, Countdown, Woolworths AU, Coles, Vector, Visa, Australian Retirement Trust, M1 Singapore, Mitre 10, St George Community Housing, and IAG. James is an experienced consultant and coach with the passion, energy and intellect to challenge the status quo, and stretch executive and board thinking into new realms. James helps his clients in Strategy, Transformation, Futures and Innovation.

I've recently written about:

Strategy & Leadership

Facing economic headwinds with a strategic advantage: using AI to play a different game

In 2026, leadership teams are facing a harder economic reality than expected, with stubborn cost pressures, uncertain demand, and growing limits to the traditional response of cutting costs harder. In that environment, the organisations that gain advantage will be those that use AI not as a standalone technology play, but as a strategic lever to redesign how work happens, offset external pressure, and deliver measurable commercial value.

Strategy & Leadership

Let’s be honest: too many of our brilliant AI pilots in New Zealand are not scaling!

Too many AI pilots in New Zealand are stuck in pilot more, and it’s time we addressed the uncomfortable truth, experimenting with tools is not a strategy. While the initial "buzz" of AI is exciting, the leap from a successful PoC to a truly transformative, scalable solution is where many of our organisations are stalling. This isn't just a technical hurdle, its a leadership and mindset gap that keeps us stuck in a cycle of experiments. In my latest article, I break down the five fundamental ideas required to move past the "shiny object" and build a culture of scalable AI… from planning for 100x adoption on day one to rethinking ROI beyond the pilot.

Strategy & Leadership

The Rebirth of Co-operative Business Models for the AI Era

In this article, James Kitney explores how AI is eroding entry-level roles and reshaping traditional career pathways. He considers the rise of AI-enabled solo founders and new co-operative models as alternative responses. Ultimately, he challenges leaders to redesign strategy and organisational models for a radically different competitive future.

Strategy & Leadership

How Experience Can Reinvent Boring Products

In today's competitive landscape, strategic innovation doesn't always require a ground-breaking invention or an amazing new product. Often, the key to success lies in reimagining the way your customers interact with your existing products. By focusing on experience, businesses can completely transform the value proposition they offer, leaving competitors who are solely focused on functionality behind.

Strategy & Leadership

Cut with a scalpel, not a Chainsaw: Strategic cost management and investment beyond the economic cycle

We've all seen the headlines in recent weeks with a number of public and private businesses across New Zealand announcing staff reductions. It's a familiar pattern – economic contraction leads to reduced consumer spending, which then necessitates cuts to operating expenditures. Then, when consumer confidence rebounds, it becomes an all-out scramble to capitalise on the upswing. This cycle seems logical on the surface. But is it truly optimal? Do we really need an economic downturn for us to focus on cost efficiency? Conversely, do we need economic growth to even consider strategies for expanding market share?

Strategy & Leadership

Ditch the Decks, Unleash the Dragons: Why Strategy Isn't a Game trapped in spreadsheets and PowerPoint

Step into a world where strategy is not confined to boardrooms but thrives in the chaos and creativity of real-world challenges. This post explores how today's leaders are ditching traditional, rigid planning for a dynamic, design-led approach. Discover how embracing uncertainty, fostering a culture of experimentation, and engaging directly with the market through rapid prototyping and iterative testing can lead to spectacular successes.

Strategy & Leadership

A more Human Centred Approach to Strategy

Traditional strategy making has long been the domain of Corporate Strategy Teams, Executives and Consultants. For most employees in an organisation the first time they see or hear about any changes to strategy is when a new poster goes on the wall or their manager ‘informs’ them what the new strategy is.

I've recently written about:

Facing economic headwinds with a strategic advantage: using AI to play a different game

Let’s be honest: too many of our brilliant AI pilots in New Zealand are not scaling!

The Rebirth of Co-operative Business Models for the AI Era

How Experience Can Reinvent Boring Products

Cut with a scalpel, not a Chainsaw: Strategic cost management and investment beyond the economic cycle

Ditch the Decks, Unleash the Dragons: Why Strategy Isn't a Game trapped in spreadsheets and PowerPoint

A more Human Centred Approach to Strategy

You can talk to me about:

AI Compass

AI Strategy & Enablement

Innovation Design Sprint

Futures

Programme Leadership

Transformation

Ways of working and agile

WalkMe Discovery

Strategy Design

Board and ELT Advisory

Organisational Design

Strategic and Transformation Advisory

Discovery