“We incline to see history through the lives of great men. That inclination blinds us to the real complexity …” – John Kay, Obliquity Ever since his election as South Africa’s new president, my news feed has been filled with posts from people telling Cyril Ramaphosa what his priorities should be. He faces a seemingly … Continue reading 3 pieces of advice for leading a system turn around (especially for our new SA President)
For those who follow me, it’s probably become apparent that I have a love for metaphors and analogies. Because much of what I do involves introducing others to new concepts, I find them to be useful “hooks”, linking the new idea to something familiar, thereby providing a “scaffold of mind” while understanding grows. Because of this, … Continue reading Levers, blueprints and roadmaps: 3 tips to combat “dark” metaphors
Dr Glenda Eoyang, founder of the Human Systems Dynamics (HSD) Institute will is joining us in South Africa in March 2018. Many people recognize the complex nature of change today, but few can help you make wise choices in the moments of chaos. Human systems dynamics (HSD) provides practical ideas and tools to help you … Continue reading Learning opportunities with Dr Glenda Eoyang in March 2018
When you’re at sea and need to find your way, it is key to first locate yourself i.e. know your current position. Before we had GPS, mariners did this by getting a “fix” – taking a compass heading on three widely spaced objects and determining where these headings intersect to get a “fix” on their … Continue reading Coaching leaders in the networked economy: reflecting on learnings from the A-N coaching course (LOL 1)
Today I want to share one of my favorite analogies. I use this in almost every presentation as a way to challenge the prevailing paradigm that priveleges expert design and control. There are two ways to lay out a park … … one is to employ an expert landscape architect to design an ideal layout … Continue reading Walking with the elephants
“Reinvention and relevance in the 21st century draw on our ability to adjust our way of thinking, learning, doing and being. Leaders must get comfortable with living in a state of continually becoming, a perpetual beta mode.” – Harold Jarche We will be hosting internationally renowned thought leader, Harold Jarche in Johannesburg on 28 August. Harold Jarche helps … Continue reading Harold Jarche in Jhb for a half day workshop: Becoming fit for the Future of Work in Perpetual Beta
I always admire those writers who have the discipline to publish consistently regardless of circumstance. I tend to write in spurts. I find that when I become really busy with projects and speaking engagements, my writing suffers. So in case you were wondering why I’ve been so quiet, I thought I’d write a short update … Continue reading A short chronicle of 2016
The number of failed change implementations in large corporates are staggeringly high. Our traditional linear and project driven change models simply aren’t sufficient in a world of continuous and disruptive change. People are becoming increasingly fatigued of processes that are aimed at “yanking” them to someone else’s preferred state. We will explore using Narrative … Continue reading Narrative & a new theory of change – a workshop with Prof Dave Snowden
I’ve been doing a lot of work lately working with organisations to build strategic agility and resilience to continuous change. This has caused much reflection on what potential enablers might be for strategic agility and distributed decision-making in this increasingly complex and volatile world. I’ve come to believe that one of the key enablers is an understanding of … Continue reading Enabling agility: reflecting on the role of heuristics
One of the intractable problems that seems face most companies is effecting real and lasting change across the entire organisation. Many organisations are littered with failed change initiatives and more and more it seems that traditional change management methodologies are failing. Most large organisations seem to be profoundly stuck when it comes to enabling change; plagued with stories … Continue reading Enabling (vs mandating) change
