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Join date: May 21, 2025

About

Richard Diamond brings more than four decades of executive, technology, and organizational change leadership to every conversation he has with leaders and teams. Over the course of his career, he has helped organizations navigate major inflection points—from early enterprise systems and large-scale process reengineering to today’s AI-driven, agentic era. His work spans sectors including healthcare, financial services, retail, and global brands, always with a focus on aligning strategy, technology, and human realities.

Richard’s style blends strategic depth with an unshakeable commitment to clarity and humanity. He is known for turning complex ideas—AI, systems architecture, governance, and change management—into practical, usable tools that real people can apply on Monday morning. He asks leaders to think rigorously, but never abstractly; every concept is grounded in concrete examples, stories, and lived experience from boardrooms, project war rooms, and front-line teams.

Across his years as a CIO, senior advisor, writer, and mentor, Richard has consistently focused on one question: How do we build systems—technical, organizational, and cultural—that people can actually live and thrive in? His work on AI agentic architectures, brand and policy governance, and large-scale transformation reflects a belief that technology should amplify human judgment rather than replace it.

Richard provides insights for a growing body of leadership and strategy tools for a world being reshaped by AI and accelerating change. It’s not about mastering every buzzword or getting every decision “right” the first time. It’s about building the capacity to see the whole system, ask better questions, and lead with both courage and care in the midst of uncertainty.

Posts (8)

Jan 26, 20265 min
AI as a Historically Significant Capability: Why Boards Should Reassess Organization Design Before They “Implement AI”
Organizations have always been shaped—sometimes quietly, sometimes violently—by the constraints of their era. When capital intensity demanded scale, firms built functional hierarchies. When markets expanded geographically, organizations aligned around regions. When product lines proliferated, divisional business units emerged to restore focus and accountability. When knowledge work and motivation became central, matrix structures and team-based operating models rose to prominence. These were...

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Jan 9, 20265 min
The Friction of Change - Two Operating Systems
Why progress resists us at every stage, and what it really takes to make improvement last Maypopgrove.com is for people who see what is broken, imagine what could be better, and feel compelled to act. Builders, reformers, innovators, organizers, leaders, teachers, founders, investors, policymakers, and quiet custodians—anyone trying to turn “we should”  into “we did”  in a world that is, at once, astonishingly opportunity-rich and stubbornly resistant to lasting improvement. We live in a...

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Jan 7, 202611 min
Making Progress in the Real World
Preamble This essay is written for the agents of change —the people who see what is broken, imagine what could be better, and feel compelled to act. It is for builders, reformers, innovators, organizers, leaders, teachers, founders, investors, policymakers, and quiet custodians—anyone trying to turn “we should” into “we did” in a world that is, at once, astonishingly opportunity-rich and stubbornly resistant to lasting improvement. We live in a time of immense capability. Tools multiply....

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Richard Diamond

Richard Diamond

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