About

Two decades and change in the technology trade have taught me that the interesting questions almost never arrive labelled. They turn up dressed as something else — a stalled project, an unhappy team, a board paper that does not survive a second reading — and they are very rarely what the people in the room think they are.

I am Serge Hufkens. For more than twenty years I have worked in the place where technology runs into the organisations meant to live with it: designing digital products, leading teams, advising the people whose decisions outlast their meetings. Feltsk is what I made when I noticed I was having the same conversation, in slightly different rooms, often enough that the pattern began to feel like a discipline.

This is a place for the people who recognise those conversations. Chief technology officers whose digital transformations have begun to drift in ways nobody quite wants to name. Product leaders doing AI without a clear sense of why. Managers caught between a roadmap that flatters them and a user base that does not. If you are reading this and feeling faintly seen, you are probably in the right place.

The name comes from the Norwegian felt — field, domain, the space in which forces meet — and from the English past tense of to feel. Both point at the same instinct: notice what is actually there before you start naming it.

What I write here are notes on how organisations actually absorb technology, as opposed to how the slide decks assure us they do. Some of it concerns artificial intelligence, where it is genuinely useful and where it is largely theatre. Some of it wanders, deliberately, into philosophy, because you cannot design systems for human beings without occasionally remembering what a human being is.

No frameworks. No manifestos. Honest thinking about complexity, for the people who have to make decisions inside it — and, when the thinking-on-the-page is no longer quite enough, a way of working together.