We provide tailored support to individual leaders, leadership teams and enterprises to enable you to thrive in the rapidly changing context of business in the 4th Industrial Revolution. ​

Our Services

• Leadership & Executive Development

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• Consulting / Advisory Support

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• Keynote speeches and workshops

​Personal Leadership, in an uncertain world

Leading Others: High Performance Teaming & Collaboration

Corporate Growth, Agility & Transformation
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Executive Team Acceleration

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Personal Leadership, in an uncertain world

Self-leadership is critical in the turbulence of today’s context. Providing the ‘compass’ with which to navigate in the unknown, uncertain, volatile forces and events and providing the framework for enhancing your growth, impact and resilience as a leader.

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1. Find Your Purpose. The ‘Sweet Spot’ of (a) Need/Calling (b) Your Passion (c) You Skills & Capabilities. What matters most to you? Will you do anything about it? Why should anyone follow you? What’s your Leadership Manifesto?
2. Responsible Leadership. Discover your moral / ethical compass. What would / will you do? Discussion of ethically conflicted situations. Does the end justify the means? If it’s not against the law and policy would you do it? 
3. Values-based leadership. If you don’t know your values you are unanchored and will struggle to make decisions when faced with uncertainty and ambiguity. What matters to you? Make explicit your implicit beliefs, principles and priorities.
4. Know Yourself. Triangulating between (a) Feedback (Thematic, Episodic, Periodic) (b) Assessment Insight (Psychometric, Behaviourial, Impact) (c) Self-Reflection. Reducing blind-spot
5. Grow Yourself. Learning Vs. Authenticity, Developing Strength Vs. Repertoire, Growth Mindset
6. Make Change Happen & Stick. (a) Goal setting: Super-ordinate goal (self-identity) Milestones and progress tracking (b) Overcome internal conflicting priorities (c) Know & Manage your behaviour triggers (d) Support-team, who holds you to account (e) Self-compassion

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Leading Others: High Performance Teaming and Collaboration

Leading Others has changed significantly, moving from ‘Command and Control’ to ‘Connect and Collaborate’. Teams rather than structured organisations are the engines of performance and the differences between team members has significantly increased.

1. Connect with Others (like you AND not like you): (a) Being relatable (b) Be curious (c) Develop empathy (d) Get feedback
   
2. Active Listening. Introduction to and practicing three levels of Active Listening. (1) Focus on you, (2) Focus on me, (3) Focus on the space between us. Asking powerful questions. Distilling insights and agreeing actions.
3. Collaborate (Win-Win). (a) Defining win-win (b) Revisiting power-dynamics when today’s team member is tomorrow’s Influencer/Customer/Investor, (c) Personal Accountability for Collective Performance (d) Collaborating across boundaries
4. Understanding Each Other. Productive Reasoning - Dealing with Conflict. (a) Understanding the ‘Ladder of Inference’ (b) Recognising emotions and thoughts as separate to what’s actually said (c) Balancing Advocacy and Enquiry (d) Using ‘Model 2’ behaviours and words in a ‘Model 1’ way. 
5. High Performance Teaming. (a) Answering the 5 questions for High Performance teaming [Mandate, Team-type, Membership, Behaviours, Learning & Renewing] (b) Ensuring Psychological Safety – High Challenge and High Support (c) Alignment vs Agreement (d) Individual Accountability for Collective Performance
6. Effective Team and Meeting Dynamics. (a) 4-player model (b) Balanced participation (c) Team role-types (d) Acknowledging contribution (e) Avoiding ‘group think’ (f) Do we really need a meeting? (why are we meeting?)
7. Leading Teams in Adversity. Set-up (Forming / Norming), Practices (Storming / Performing), Normative Drift, Dare to Rebuild (Adjourning)
8. Culture of Care & Support (the Results will Come): (a) Empathy & Inclusivity, (b) Flexibility with Fairness, (c) Guidelines not prescription. (d) Performance not Pandering. (e) Role-Modeling & Co-opting supervisors
9. Human-Centered Management. Reducing Stress & Increasing Productivity through (a) Managing work/private-life boundary (b) Work-from-home/anywhere (c) Job-sharing & flexi time (d) I-deals and Job-Crafting (e) Whose device is it / whose data is it? (Corporate Security vs. Personal Privacy).

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 Corporate Growth, Agility and Transformation

1. Assessment of the current level of Dynamic Capacity of the enterprise. Data-backed, structured discussion. Identify priority areas and relevant insights and ideas for action 
2. Build the ‘Dynamic Capacity’ of the enterprise. Explore the three sets of capabilities that together create the Dynamic Capacity of the enterprise.
   1. Capabilities and practices to ‘Sense & Make Sense’ of what is unfolding. 
   2. Capabilities and practices to ‘Seize & Replicate’ opportunities & solutions – at speed.
   3. Capabilities and practices to ‘Reposition and Reconfigure’ adjust the activities and assets of the enterprise. 
3. Defining the Purpose for the Enterprise. (a) The ‘Sweet Spot’ of (i) Need/Calling (ii) Passion of the stakeholders (iii) Capabilities of the enterprise. (b) Working with Purpose: Embedding the pursuit of Purpose into the culture, the activities and metrics of the enterprise.
4. Thriving with Continuous Evolution. (a) Doctrine of Change and the continuous evolution mindset (b) Practices and techniques in each stage of the change journey (i.e. using the C.L.E.A.R model), (c) The role of the Chief Acceleration Officer.  
5. Accelerate Innovation. (a) Innovation Capacity (b) Innovation Process (c) Innovation Strategy (d) Embracing Experimentation, adopting a “Ready-Fire-Aim” approach.
6. Create a Fluid & Empowered Organisation. Make sure your best talent is working on the most important issues. Adopting the Team-of-Teams approach (a) Doctrine of Teaming, (b) Clarity of Purpose & Mission (c) Shared Resources, Information and Data, (d) Adjusting HR practices and policies (e) Creating a Talent-Project Marketplace
7. Lean into the Future. The unknown, uncertain, unfolding future. Leaders lean into the future, managers optimize in the present. (a) Embrace Possibility not Probability (b) Scenario Planning (c) Create and manage Real Options 

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In today’s context high performance enterprises adapt moving from one position of Transient Competitive Advantage to the next rather than solely pursuing optimization and efficiency associated with the notion of Sustainable Competitive Advantage. Talent flows fluidly being matched to the most important issues, rather than within departments, business units or pursuing career and job progression pathways. 

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Executive Team Acceleration 

Equip & Transform Your Executive Team to Accelerate into Tomorrow

1. Discover and Agree how to Accelerate for 4IR. Our online tools ask individuals for personal ratings of their experience of the executive team 'As Is'. Data supported structured discussion of 'As Is' followed by what would be the desired ‘To Be’. We provide structure and data to discuss what is often non-discussable - are we fit for purpose for leading in the dynamic, uncertain, VUCA context of today? Build insight and alignment on the actions to move to the desired ‘To Be’ team.
2. Accelerate & Energise the Executive Team. As a group work through the 5 questions that determine how these individuals come together in this team.
   1. What exactly is the mandate of this team; what are we alone, collectively responsible for. What is in and out of scope of what we do. Who are we responsible to. How do we interact with those stakeholders?
   2. In order to fulfil the unique mandate, what is the role of this team? What kind of team do we need to be (e.g. coordination vs. decision making vs working vs advisory, etc.)?
   3. Who needs to be on this team in order that we can fulfil the role, mandate, scope? Do we have too many or not enough people currently. Are there skills or insight gaps. Can we have effective meetings if everyone is not present or not prepared? Do we have one team or are there subdivisions?
   4. What are the behaviours that are required of each / every member of this team? What are the standards that we hold each other to? What do we do if individuals do not adhere to those standards? How do we interact with each other. Do the members of this team have the same identity or do people come into this team with primary allegiances to other roles/teams?
   5. How do we measure our effectiveness? What do our stakeholders say/feel about us? How do we learn and improve. How do we renew membership?

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Keynote Speeches and Workshops

Topics reflect our areas of research and book publications, although are tailored to the specific audience and sector/country context.

Management & Leadership in 4th Industrial Revolution (4IR)

• What is 4IR. How is 4IR changing the context of work and leadership.
• How are approaches, mindsets and metrics of managers and leaders different in 4IR context.
• What’s the evidence of positive impact on company share-price by getting it right?

Antidote to the crisis of leadership

• What is the current crisis of leadership. How bad is it, what’s the evidence.
• What are the antidotes (what can be done differently)? What are the skills and mindsets required for effective and responsible leadership today.
• How should leaders be (to be effective) in the future (10 years from now).
• What can accelerate leaders’ development.  

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Accelerating Outcomes AND Enhancing Capabilities

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