Transformative Leadership

Organisations across industries and countries are steering through a storm of immediate, pressing crises – supply chain disruption, labour market shocks, inflation – while dealing with a set of powerful Megatrends (e.g., climate change, the advent of AI, shifting demographics) that threaten their future relevance and existence.

But these challenges also bring an opportunity for transformation. This is the moment to pivot - to turn short-term fixes into an enduring success. Because in this rapidly evolving world, transformation is not just an option—it’s the only way to establish your place in the future of business.

Your leaders must be at the heart of successful transformation – are they ready? 

In many cases leaders have got to where they are because they are excellent at delivering value and executing strategies. But now they are faced with unprecedented ambiguity and the need to lead multiple transformations towards an unknown future. The mindsets and skills that have made them successful will likely not be sufficient to take them into the future. Top performing companies are 1.5x more likely to have savvy leadership that recognises and acts on opportunities and threats. 

Make sense of the world by linking short-term developments to longer-term Megatrends, understanding the implications for one's own industry and organisation, as a basis for reimagining how the organisation is going to create value in this complex system

Set radical ambition, committing to help address a significant problem and compelling the organisation to undergo fundamental transformation to achieve this

Achieve the promised outcomes, getting personally involved in reconfiguring the system to enable the organisation to go beyond what it knows how to do and fulfil its ambition

Act as a catalyst, attracting and bringing together the very different capabilities and talent needed to solve the problem they set out to address

Power the engines so they and their teams remain energised, grow, and develop throughout the transformation.

When practiced consistently, the five differentiators underpin a capability for leading ongoing transformation—that is, a capacity to continually reimagine what an organisation does and how it does things within the context of a world in flux.