Developing leaders at all levels

Leadership is more than simply a role;

   it’s a capability to be developed, actively managed and reinforced. The attitudes and behaviours of leaders are a key influence on strategy execution and corporate culture.


Leadership is about making things happen. This calls for a deep understanding of the context in which you operate, and involving people throughout the organisation.

According to Accenture Strategy, for leaders to be effectively engaged and enabled, you need a framework for building a culture of distinction, and an architecture that links:

  • talent identification and selection
  • career pathways based on distinct levels of leadership
  • leadership development interventions aligned to each career turning point

Leaders distill what is happening in the marketplace and share this knowledge with employees.

Leaders invite employees to think in terms of experience as well and to take ownership of the company’s success.

Leaders keep things practical. Strategies real.

High-performance organisations, deal effectively with 2 key leadership elements:

   the ability to think strategically about the future

   the ability to manage change in building a culture of distinction and a high performing workplace

Creating a high performing workplace that Supports Engagement, Motivation and Growth

Organisations are under increasing pressure to achieve performance improvements and maximise the contribution of every employee.

Performance management is one of the most critical issues organisations face

The importance of performance management as a critical pillar of HR practice has forced more and more organisations in introducing a High Performance Workplace (HPW) framework to empower high performance teams.

It all boils down to culture, leadership, and employee engagement.

The 4 Capabilities Leadership Framework

The 4 Capabilities Leadership Framework integrates the 4 critical components of leadership required to drive change.


Sensemaking: Making sense of the world around you and determine where your organisation is going

Sensemaking is the capacity to quickly assess a constantly changing environment, and continually readjust as you take in new information and impressions about markets, technologies, and competitors.

Successful sensemaking will allow you to generate insights that guide future action for the organisation and foster better decisions in uncertain environments.


Relating: Developing key relationships within and across organisations to foster trust and consensus

To be successful, you must master two key skills: inquiry and advocacy.

Inquiry is listening and understanding what others are thinking and feeling.

Advocating is taking a stand and trying to influence others, while also being open to alternative views, resulting in more effective dialogues and stronger connections.


Visioning: Creating a compelling vision of what is possible in the future

Visionary leaders are those who can get people motivated to try to make things better and different.


Inventing: Designing new ways of working together- structures and processes that move the organisation toward the vision. It is putting into practice new ways of interacting and organising.

Leaders build reliable strategic frameworks that enable employees to differentiate between important and unimportant issues, prioritise the highest-value work, owning the process, not just the tasks of executing strategy.


   Vision, purpose, reflection, and systems thinking are essential if organisations are to realise their full potential.


   Seeking different perspectives in solving problems effectively. Sensing changes in the environment, and encourage employees to contribute ideas that could improve performance.


   Operating with a strong results orientation. Leadership is about not only communicating a vision and setting objectives but also executing to achieve results through efficiency and productivity.


   Supporting others. Leaders who are supportive sense how other people feel, build trust and inspire to deliver winning results.

Professor Thomas W. Malone
MIT Sloan School of Management

Thomas W. Malone is the Patrick J. McGovern Professor of Management at the MIT Sloan School of Management and the founding director of the MIT Center for Collective Intelligence.

Professor Malone teaches classes on organisational design, information technology, and leadership, and his research focuses on how work can be organised in new ways to take advantage of the possibilities provided by information technology.


Professor Deborah Ancona
MIT Sloan School of Management

Deborah Ancona is the Seley Distinguished Professor of Management, a Professor of Organisation Studies, and the Director of the MIT Leadership Center at the MIT Sloan School of Management.

Her pioneering research focuses on how successful teams operate, on the concept of distributed leadership and on the development of research-based tools, practices, and teaching/coaching models that enable organisations to foster creative leadership at every level.


Professor Wanda Orlikowski
MIT Sloan School of Management

Wanda Orlikowski is the Alfred P. Sloan Professor of Management and a Professor of Information Technologies and Organization Studies at the MIT Sloan School of Management.

She investigates technologies in the workplace, (technologies in distributed collaboration, as well as the social and technological aspects of working virtually) with particular emphasis on structures, cultures, work practices, and organisational change. She led a National Science Foundation project on the social and economic implications of digital work.

Professor Wanda Orlikowski holds a BComm and an MComm in business information systems from the University of the Witwatersrand, and an MPhil and a PhD in information systems from New York University.

Dr. Peter M. Senge; PhD
Massachusetts Institute of Technology

Dr. Peter M. Senge is a senior lecturer at the Massachusetts Institute of Technology. He is also founding chair of the Society for Organizational Learning North America. He received a B.S. in engineering from Stanford University, an M.S. in social systems modeling and Ph.D. in management from MIT. Dr. Senge has lectured extensively throughout the world, translating systems theory into tools to aid better understanding of economic and organisational change, by decentralising the role of leadership in organisations. He has worked with leaders across all industries, education, health care and the public sector.

Petter Senge

  • He has been a cofounder of three software companies and has consulted and served as a board member for a number of other organisations.  He was also the founder and director of the MIT Center for Coordination Science and one of the two founding co-directors of the MIT Initiative on “Inventing the Organizations of the 21st Century.” And has summarised his groundbreaking research in his critically acclaimed book, The Future of Work.

    He speaks frequently for business audiences around the world and has been quoted in numerous publications such as the New York Times, the Economist, and Wired.  Before joining the MIT faculty in 1983, Malone was a research scientist at the Xerox Palo Alto Research Center (PARC).  His background also includes a B.A. in mathematical sciences from Rice University, an M.S. in engineering-economic systems from Stanford University, and a Ph.D. in cognitive and social psychology from Stanford University.

    Professor Malone has published over 100 articles, research papers, and book chapters, including a widely cited 2010 article in Science magazine on measuring the collective intelligence of human groups.  He is also an inventor with 11 patents and the co-editor of four books: Coordination Theory and Collaboration Technology(2001), Inventing the Organizations of the 21st Century (2003), Organizing Business Knowledge: The MIT Process Handbook (2003), and Handbook of Collective Intelligence (2015). In 2012, he received an honorary doctorate from the University of Zurich.

  • She holds a BA and an MS in psychology from the University of Pennsylvania and a PhD in management from Columbia University and has served as a consultant on leadership and innovation to companies such as AT&T, BP, Credit Suisse First Boston, Hewlett-Packard, Merrill Lynch, News Corporation, and Vale.

    She is the author of the book, X-Teams: How to Build Teams That Lead, Innovate, and Succeed (Harvard Business School Press, June 2007) and the related article, “In Praise of the Incomplete Leader” (Harvard Business Review, Feb. 2007).  In addition to X-Teams, her studies of team performance also have been published in the Administrative Science Quarterly, the Academy of Management Journal, Organization Science, and the Sloan Management Review.  Her previous book, Managing for the Future: Organizational Behavior and Processes (South-Western College Publishing, 1999, 2005), centers on the skills and processes needed in today’s diverse and changing organisation.

  • He is the author of the widely acclaimed book, The Fifth Discipline: The Art and Practice of The Learning Organization  and, with colleagues Charlotte Roberts, Rick Ross, Bryan Smith and Art Kleiner, co-author of The Fifth Discipline Fieldbook: Strategies and Tools for Building a Learning Organization and a fieldbook co-authored by George Roth The Dance of Change: The Challenges to Sustaining Momentum in Learning Organizations.

    The award winning Schools That Learn: A Fifth Discipline Fieldbook for Educators, Parents, and Everyone Who Cares About Education, co-authored with Nelda Cambron-McCabe, Timothy Lucas, Bryan Smith, Janis Dutton, and Art Kleiner. Presence: Human Purpose and the Field of the Future, co-authored with Claus Otto Scharmer, Joseph Jaworski and Betty Sue Flowers.

    The Necessary Revolution, co-authored with Bryan Smith, Nina Kruschwitz, Joe Laur and Sara Schley.

    Harvard Business Review identified the Fifth Discipline, as one of the seminal management books of the past 75 years. There have been feature articles in Business Week, Fortune , Fast Company, Sloan Management Review and other leading business periodicals regarding the work of Dr. Senge and his colleagues at MIT.
    Dr. Senge has also authored many articles published in both academic journals and the business press on systems thinking in management.

    The Financial Times named him as one of the world’s “top management gurus.” Business Week  rated him as one of The Top 10 Management Gurus. Dr. Senge was named by the Wall Street Journal among the top 20 most influential business thinkers. The Journal of Business Strategy named Dr. Senge as one of the 24 people who had the greatest influence on business strategy over the last 100 years.