By 2030 we need more architecture for collaboration, not more good intentions in a room together. The knowledge to solve most of our hardest problems already exists, scattered across people, teams and organisations. What's missing is the structure to bring it together and point it to better outcomes.
Georgi Kamov calls himself a Collaboration Architect, designing the structures that help leadership teams stop circling and start making decisions.
Diplomacy turned out to be useful training for Georgi Kamov’s next career.
At its core, diplomacy asks people with different priorities to stay in a room long enough to arrive somewhere they could not reach alone.
Kamov became interested in what actually makes that possible.
He moved out of diplomacy and into innovation consulting and service design, co-founding businesses in Bulgaria before developing the practice he now describes as Collaboration Architecture.
The premise is straightforward: bringing smart people together does not automatically produce a smart collective decision.
The room needs structure.
Who contributes when, how a problem is framed, what information becomes visible and how disagreements are handled can all determine whether a group moves forward or spends another meeting rehearsing positions it already knows.
Kamov changed careers, but took the central problem of his first one with him.
For him, collaboration is not chemistry to hope for. It is something that can be designed.
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