[ our approach ]

Where conscious leadership meets strategic clarity

Our approach integrates foresight, strategy, culture, and vertical leadership development – and both human and artificial intelligence. It inspires new perspectives, strengthens human connection, the capacity to pause, listen, sense, and realign — enabling leaders and organisations to navigate change, co-create purpose-led strategy, and cultivate cultures of trust and renewal.

[ our approach ]

How we go about it

Grounded in research and decades of experience, we help leaders and organisations become future-fit by strengthening inner capacity, strategic clarity, and cultural alignment.

Every organisation is a living system with its own history, dynamics, and potential. That’s why we always start by listening to you — to people, patterns, and context — whether it’s a short project or a longer partnership. Together, we design and facilitate an approach tailored to your needs. The work then evolves and adapts over time, allowing change and transformation to unfold naturally, in rhythm with your organisation’s reality.

When we can, we spend quite some time on our programs and leadership retreats outdoors, which tends to open up new and unexpected perspectives that are normally of real benefit for the team as well as their business.

[ our approach ]

Frameworks, models, and methods we utilize in our work

We draw on a thoughtfully curated blend of frameworks, models, and methods to help leaders and organisations see the wider system, understand what’s emerging, and act with clarity and coherence. Alongside well-established approaches, we also bring models we have developed ourselves — grounded in decades of practice, research, and real-world transformation work.

Our approach is never mechanical. We listen deeply to the organisation and its context, sensing where it is in its developmental and strategic journey. From there, we tailor and combine the tools that best fit the moment: sometimes providing structure and shared language, other times opening space for reflection, insight, or breakthrough thinking.

These frameworks, models, and methods serve as lenses to reveal patterns, surface deeper questions, align purpose, strategy, culture, and leadership, and expand the capacity of individuals and teams. Over time, they become shared guides that support wiser decisions, more coherent action, and organisations that are truly future-fit.

Framework examples

Leadership Evolution Map

The Leadership Evolution Map offers a full-spectrum view of how leaders mature and grow in capacity.

Informed by Wilber’s AQAL model, lines of development, and the stages of Vertical Leadership Development, this model brings together four dimensions of leadership—Inner Mastery, Embodied Action, Relational Dynamics, and Systemic Awareness & Influence—and maps how each develops across key stages of vertical maturity.

The model provides a clear, practical way to understand leadership capacity and evolution. It shows how inner development, relational skill, behavioural integrity, and systemic insight evolve together into wiser, more conscious, and more transformative leadership as leaders evolve and expand their capacities.

We are currently also developing a Leadership Evolution Radar (self-assessment) as part of a PhD research project in Transformative Business Leadership.

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Dimension

The mature leadership capacities we are supporting in your development

Description of four key mature leadership capacities across strategically selected developmental lines

INNER MASTERY

Increasing self-awareness, meaning-making capacity, emotional maturity and intentional presence.

Self-Awareness	The capacity to observe one’s thoughts, emotions, assumptions, and patterns with increasing clarity and depth.
Meaning-Making	How a leader interprets experiences, complexity, and purpose; evolves from reactive to systemic and integrative sense-making.
Emotional Maturity	The ability to regulate emotions, stay centred under pressure, and respond rather than react.
Intentional Presence	Bringing awareness, groundedness, and conscious choice into each moment; leading from inner alignment.

EMBODIED ACTION

Increased capacity for self-regulation, to act consistently with your values, walking the talk, skillful action and decision making.

Behavioural Integrity	Acting consistently with one’s values, commitments, and purpose; walking the talk.
Self-Regulation & Resilience	Managing stress, uncertainty, and setbacks through adaptive physiological and behavioural responses.
Decision-Making Capacity	Making sound, timely decisions in conditions of ambiguity and complexity.
Skillful Action	Translating insight into effective action; bridging aspiration and execution with clarity and discipline.

RELATIONAL DYNAMICS

Increased capacity for empathic attunement, generative dialogue, trust and collaboration, and conflict and polartity navigation.

Empathic Attunement	Understanding and resonating with others’ perspectives, emotions, and needs; creating psychological safety.
Generative Dialogue	Engaging others in sense-making, co-creation, and transformative conversations.
Trust & Collaboration	Cultivating relationships and cultures grounded in trust, openness, and shared purpose.
Conflict & Polarity Navigation	Holding tensions, differences, and polarities with skill; enabling growth rather than breakdown.

SYSTEMIC AWARENESS & INFLUENCE

Increased capacity for systems thinking, contextual intelligence, strategic foresight and shaping systems.

Systems Thinking	Seeing patterns, interdependencies, and feedback loops across teams, organizations, and ecosystems.
Contextual Intelligence	Interpreting signals from the broader environment—social, economic, technological, ecological—across multiple time horizons.
Strategic Foresight	Anticipating future developments, risks, and opportunities; acting with long-term responsibility.
Change & Systems Influence	Navigating and shaping systems through structure, policy, culture, and collective action.

The Ecosystems Model: Seeing the Wider Context

Every leader and organisation exists within a nested web of relationships — from self, to team, to organisation, to business ecosystem, and the wider world.

Each level influences the others, and lasting transformation begins when we recognise these interdependencies and lead with systemic awareness.

Coherence emerges when purpose, people, and structures align across these layers, creating conditions for vitality and renewal.

The Ecosystems Model invites leaders to explore and expand their field of vision — from the inner world of mindset and culture to the outer world of markets, communities, and planet. It offers a way to lead from connection and coherence rather than control, aligning inner development with outer impact in the service of a thriving whole.

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Dimension	Focus	Description
You	Self-leadership	Cultivating awareness, purpose, and presence — the foundation for wise action and authentic influence. Transformation begins within.
Team	Relationships and collaboration	Building trust, psychological safety, and shared learning. A healthy team becomes a microcosm of the culture you want to create.
Organisation	Culture, structure and strategy	Aligning purpose, strategy, and structures to enable collective intelligence and regenerative performance.
Business ecosystem	Value Creation	Understanding your organisation as part of a wider living system of partners, customers, and stakeholders — where collaboration drives mutual value and innovation.
World and society	Systemic impact	Recognising how your organisation’s choices shape broader economic, social, and ecological outcomes — leading with responsibility for the wellbeing of people and planet.

The Strategy Compass: Choosing the Right Strategy for Your Environment

There is no single best way to formulate and execute a strategy. Instead, the effectiveness of any strategic approach depends on the nature of the environment in which a business operates.

The Strategy Compass, inspired by the book Your Strategy Needs a Strategy (2015), helps you and your team sense the nature of your context, recognise the degree of complexity and volatility they face, and choose the most fitting strategic mode — whether Classic, Visionary, Adaptive, Shaping, Purpose-Led, or Renewal. Often it is a combination of different approaches that is needed.

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Type of strategy	When it fits	How it works
Classic Strategy	Markets change slowly and competitors behave predictably. You can rely on historical data to forecast. The focus is on efficiency, scale, and long-term positioning	Define a clear strategic position that leverages your competitive advantages and aligns with long-term market expectations for predictable performance. Optimize cost, operations, and performance by refining processes, standardising routines, and using data-driven improvements to strengthen efficiency and scale. Execute through disciplined planning and control with structured milestones, stable budgets, and rigorous management systems that ensure consistent delivery over time.
Visionary Strategy	The environment is predictable enough to bet on a bold idea. You have the freedom and resources to invest ahead of demand. Success depends on imagination and speed, not adaptation.	Articulate a compelling vision of a different future that stretches beyond current norms and inspires commitment across the organisation. Mobilize people around that future and move fast to build it by aligning resources, accelerating development cycles, and sustaining momentum. Lead the market rather than respond to it by shaping demand, pioneering new offerings, and setting the pace for an emerging industry.
Shaping Strategy	Many players. No single player can control the system or set the rules. You depend on partners, platforms, or ecosystems to succeed. Value is created by shaping shared standards, behaviours, and markets.	Convene stakeholders and build coalitions to create shared understanding, establish trust, and align diverse interests toward a common direction. Develop platforms, incentives, or norms that others adopt to influence behaviour, coordinate action, and create mutually reinforcing ecosystem value. Influence the direction of the system rather than dominate it by guiding shared decisions, encouraging collaboration, and enabling distributed innovation.
Purpose-led strategy	Customers, employees, and stakeholders expect responsibility and purpose. The external environment is shifting fast and requires deeper coherence. You want to differentiate through values, authenticity, and impact.	Anchor strategy in a higher purpose that guides decisions and provides a foundation for coherence, resilience, and long-term differentiation. Align culture, leadership, operations, and products with that purpose so the organisation’s daily actions consistently reflect its deeper commitments. Create value for stakeholders while contributing to systemic wellbeing by integrating financial, social, and environmental outcomes into strategic choices.
Renewal strategy	The business is under threat and current strategy no longer works. Resources are shrinking or value is eroding. A major pivot, reset, or reinvention is required.	Cut complexity and redirect resources to what matters most by simplifying structures, prioritising essentials, and eliminating unproductive activities. Rebuild capabilities, culture, and business logic through targeted investments, leadership reset, and renewed clarity about how the organisation creates value. Stabilize first, then regenerate for future growth by restoring health, re-establishing trust, and laying the groundwork for a more viable strategic trajectory.
Adaptive strategy	Change is fast, continuous and unpredictable. Experiments provides better insight than analysis. Flexibility, learning, and distributed decision-making are essential.	Run small, rapid experiments to sense what works by continuously testing hypotheses, gathering real-world feedback, and adjusting direction in short cycles. Scale what succeeds; stop what doesn’t using transparent evaluation criteria and decision rhythms that support learning over perfection. Build agile teams and systems that can respond in real time through distributed authority, flexible processes, and a culture that embraces uncertainty.

The Fit for Purpose Model: Aligning Context, Purpose, and Business Model

The Fit for Purpose Model provides a framework for aligning purpose, strategy, and impact in an increasingly complex world. It helps organisations connect their deeper why with what they offer, how they operate, and where they create value.

The model begins by exploring the ecosystemic context and the big problem the organisation chooses to serve. From there, six interconnected dimensions — why, what, who, where, how, and the broader context — come into alignment, bridging inner intention with outer impact. When this coherence is achieved, organisations become truly fit for purpose and for the future: integrated on the inside, responsive to the world around them, and capable of contributing meaningfully to people, planet, and future generations.

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Dimension	Focus	Description
Ecosystemic Context	The wider system	Understanding the environmental, social, and economic ecosystems the organisation depends on — and contributes to.
Big Problem	The call to serve	Defining the significant challenge or opportunity the organisation exists to address.
WHY	Higher Purpose	Clarifying the reason the organisation exists beyond profit — its ultimate contribution to people, planet, and future generations.
WHAT	Value Creation	Designing products, services, and solutions that deliver on the higher purpose and create meaningful value.
WHO	Stakeholders	Understanding customers, employees, partners, and communities and engaging them as active participants in value creation.
WHERE	Presence	Defining the geographic, digital, and ecosystem arenas where the organisation creates impact and learns from its context.
HOW	Operating Model	Evolving culture, structure, and processes so the organisation’s daily operations embody its purpose in action.

Strategic Horizons: Planning Across Futures and Uncertainty

This model, developed by futurist Amy Webb, shows how leaders can think and plan across different futures as uncertainty increases.

It highlights how decision-making shifts from evidence-based optimisation in the near term to imaginative, systemic thinking as we look further ahead.

Tactics rely on strong data and fast feedback. Strategy stretches beyond immediate pressures to set direction over several years. Vision requires ambition and creativity. And at the outer edge lies systems-level evolution — where societal shifts, technological disruptions, and emerging futures reshape the context in which organisations operate.

Working across these horizons helps leaders balance execution with exploration, hold present realities alongside future possibilities, and build organisations that remain resilient and opportunity-ready in a rapidly changing world.

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Dimension	Time	Description
Tactics	12-24 months	This is the realm where you can confidently identify probable events, spot trends, and act quickly. You have solid data and know what is highly likely to happen next. Short feedback loops allow rapid course corrections. You need actionable steps that directly improve performance today. How to approach it: Use concrete evidence and current trends to guide decisions, focusing on actions with predictable outcomes and immediate operational impact. Refine products, processes, or customer approaches using fast experimentation, gathering insights that inform both near-term execution and longer-range planning. Coordinate teams around clear, time-bound priorities, ensuring tactical work remains aligned with the broader strategy and doesn’t become reactive firefighting.
Strategy	2-5 years	This is the familiar domain of strategic planning. Here: You can interpret trends but cannot fully predict outcomes. Multi-year priorities need to be clarified, resourced, and sequenced. Alignment across functions and teams is essential. How to approach it: Define strategic priorities that connect present realities with emerging opportunities, creating a coherent pathway through moderate uncertainty. Allocate resources, reorganise teams, and adjust capabilities, ensuring the organisation can execute while staying flexible as new signals appear. Continuously recalibrate based on new trends or disruptions, preventing the organisation from falling into the trap of short-term reaction cycles. NB. Many organisations get stuck cycling between tactics and strategy alone.
Vision	5-10 years	Here, uncertainty is high and leaders must imagine possible futures beyond what data alone can reveal. This is not about prediction but direction-setting: articulating a future state that guides strategy and inspires long-term capability building. Here: Data is insufficient, but imagination and intention matter. You must anticipate major shifts in technology, society, and markets. Long-term investment, workforce development, and innovation require a future-oriented anchor. How to approach it: Explore trends. Craft a clear, compelling vision for the next decade, informed by weak signals, emerging technologies, and macro forces shaping your industry. Translate that vision into high-level investment and research directions, positioning the organisation to build the capabilities it will need years from now. Hold the vision loosely enough to evolve, allowing strategy and tactics to adjust as new developments, disruptions, or opportunities arise.
Systems-level evolution	10+ years	This is the widest part of the time cone — where probability is lowest, but long-term orientation is most critical. Here: You need to understand how entire industries and ecosystems may evolve. Future risks or opportunities could dramatically reshape your organisation. You want to influence — not merely react to — far-reaching transformation. How to approach it: Explore emerging forces and systemic disruptions, scanning for weak signals, adjacent innovations, regulatory shifts, and macro trends that could reshape your ecosystem. Develop scenarios that illuminate alternative long-range futures, helping leaders understand what strategic positioning, capabilities, and collaborations may be required. Define how you hope the industry or system will evolve, making intentional choices today that influence long-term trajectories rather than leaving them to competitors or external forces.

The Futures Triangle: Understanding the Past, Present and Future, and their Interconnections

Every organisation — like every leader — exists within a living flow of time: past, present and future.

The past holds the stories, structures, and choices that shaped who we have become. The present is the meeting point of awareness and action — where patterns can be seen, decisions made, and possibilities opened. The future calls us forward with imagination, purpose, and responsibility.

These three forces are always in motion: the weight of the past, the push of the present, and the pull of the future. Wise leadership integrates them all — learning from experience without being constrained by it, acting with clarity in the moment, and sensing into futures worth creating.

When leaders consciously hold this temporal field, they expand their perspective. They begin to see that what we call “strategy” is not just about planning ahead — it is about cultivating presence, learning from history, and taking moral responsibility for what comes next.

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Dimension	Focus	Description
Past	Legacy and learning	Understanding the experiences, patterns, and decisions that shaped today’s reality — and discerning what to carry forward or release.
Present	Awareness and alignment	Seeing clearly what is — the current context, relationships, and dynamics — and aligning intention with conscious action.
Future	Possibility and foresight	Exploring megatrends, imagining desirable futures, and creating pathways that link long-term vision to today’s choices.

Vertical Leadership Development: Expanding the Inner Capacity to Lead in Complexity and Uncertainty

Vertical Leadership Development (VLD) expands a leader’s inner capacity — how they perceive, interpret, and respond to increasing complexity.

While traditional development focuses on strengthening skills, vertical development upgrades the deeper operating system that shapes how leaders think, relate, decide, and act.

As leaders grow through recognizable stages of maturity, they develop greater perspective-taking, emotional regulation, systemic awareness, and the ability to hold paradox and uncertainty with clarity.

We are certified in advanced methods for VLD to develop leaders and leadership teams. Because, the quality of any intervention – strategic or not – depend on the maturity of the leaders who steward them.

This takes time. But, it’s worth it. When leaders expand their inner architecture, they make wiser decisions, navigate disruption with more coherence, and create organisations that are adaptive, purpose-driven, and better prepared for the future.

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Leadership Capacity	Description
Perspective & Meaning-Making	How leaders interpret reality and make sense of complexity. Early stages: See the world through personal needs, rules, or expertise. Mid stages: Integrate multiple perspectives; understand systems and interdependencies. Later stages: Hold paradox, uncertainty, and multiple truths simultaneously. Why it matters: Leaders can respond more wisely when they perceive more of the system and understand challenges through a broader, more nuanced frame.
Self-Leadership & Inner Capacity	How leaders regulate their inner world under pressure. Early stages: Reactive, driven by emotion, approval, or control. Mid stages: More self-aware, able to pause, reflect, and choose responses. Later stages: Grounded presence; able to stay centred amid volatility and ambiguity. Why it matters: Inner regulation enables leaders to stay clear, calm, and intentional — even when conditions are turbulent — rather than amplifying stress in the system.
Relational & Social Capacity	How leaders connect, collaborate, and influence others. Early stages: Relationships as transactional or role-based. Mid stages: Empathy, partnership, and genuine collaboration grow. Later stages: Collective leadership; ability to hold space for others’ growth and transformation. Why it matters: As organisations become more networked and interdependent, leadership depends on trust, collaboration, and the ability to empower rather than control.
Systems Thinking & Impact Orientation	How leaders understand and shape the larger systems they operate in. Early stages: Focus on tasks, projects, or their own function. Mid stages: Understand cross-functional dynamics and organisational systems. Later stages: See ecosystems, societal forces, and long-term consequences; act with regenerative intent. Why it matters: Leaders at later stages anticipate ripple effects, design for long-term value, and contribute to healthier ecosystems rather than reinforcing short-term, siloed patterns.
Decision-Making & Judgment	How leaders make choices in complexity. Earlier stages: Seek certainty, rely on rules, best practices, or authority. Mid stages: Weigh trade-offs, consider multiple factors, embrace informed judgment. Later stages: Hold paradox, integrate intuition and analysis, make wise decisions under ambiguity. Why it matters: Leaders must expand their “decision-making bandwidth” as complexity increases.
Purpose & Values Orientation	What anchors and motivates a leader. Earlier stages: Motivated by approval, success, or external reward. Mid stages: Guided by internal values and personal meaning. Later stages: Act from deep purpose and moral responsibility toward larger systems. Why it matters: Purpose becomes a stabilising force in uncertain environments.
Learning & Adaptability	How leaders relate to change and personal growth. Earlier stages: Prefer stability; change is a threat or disruption. Mid stages: Engage in continuous learning; adapt based on feedback. Later stages: Embrace emergence; learn ahead of the curve; reinvent self and system. Why it matters: Vertical development depends on the ability to unlearn and evolve.
Time Horizon & Temporal Awareness	How leaders relate to past, present, and future. Earlier stages: Focus on immediate needs or short-term results. Mid stages: Balance short-term delivery with medium-term strategy. Later stages: Integrate deep time, foresight, and long-term responsibility. Why it matters: Mature leaders hold multiple time horizons simultaneously — essential for shaping rather than reacting.
Impact Orientation & Social Responsibility	How leaders understand the consequences of their actions across systems. Earlier stages: Focus on team or organisational performance only. Mid stages: Consider stakeholder needs and broader organisational ecosystems. Later stages: Act with societal, ecological, and intergenerational impact in mind. Why it matters: As leaders mature, they widen their sense of responsibility and see themselves as part of a larger whole.
Creative & Innovative Capacity	How leaders generate new possibilities. Earlier stages: Prefer known solutions and established methods. Mid stages: Experiment and iterate using diverse inputs and ideas. Later stages: Imagine and catalyse transformative possibilities beyond current paradigms. Why it matters: Innovation shifts from improvement → reinvention → emergence.
Ethical & Moral Reasoning	How leaders navigate dilemmas, competing values, and the long-term consequences of their choices. Early stages: Follow rules or external expectations; rely on compliance or authority for guidance. Mid stages: Weigh multiple perspectives; consider fairness, transparency, and broader stakeholder impact. Later stages: Act from an internal moral compass; take principled stands on complex issues; consider intergenerational consequences. Why it matters: In a world of systemic challenges, leaders must make decisions that are not only effective but responsible, conscious, and aligned with long-term societal wellbeing.
Embodiment & Presence	How leaders use their physical, emotional, and intuitive awareness to stay grounded and connected. Early stages: Leadership expressed through effort, control, or cognitive intensity; stress easily destabilises. Mid stages: Increasing somatic awareness; ability to pause, breathe, and recover in the moment. Later stages: A calm, centred presence that creates trust, safety, and clarity for others even under pressure. Why it matters: Presence is contagious. Leaders who are centred and embodied regulate not only themselves but also their teams and organisations — enabling healthier cultures and clearer decision-making.

The Barrett Values Model: Understanding the Values that Shape Behaviour and Culture

This model, developed by Richard Barrett, helps leaders understand the deeper motivations shaping behaviour in individuals, teams, and organisations.

It maps values across seven levels of consciousness — from basic survival needs to purpose-driven contribution — revealing what drives decisions and culture.

By comparing personal and collective values, the model highlights cultural strengths, uncovers limiting beliefs, and shows where misalignment may hinder performance or transformation.

We are certified and use the Barrett model for assessments and full-system transformations to help leaders and organisations build greater coherence and authenticity, creating cultures that support engagement, learning, and sustainable, values-aligned change.

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Level of Consiousness	Description
1. Viability	Focus: Safety, stability, basic needs. Motivations: Security, health, financial stability, predictability. Leadership & culture: Clear structure, risk avoidance, attention to fundamentals. When overemphasised, fear and control dominate.
2. Relationships	Focus: Belonging, trust, connection. Motivations: Positive relationships, respect, open communication. Leadership & culture: Collaboration grows; people feel valued and included. When unmet, conflict, blame, or people-pleasing can appear.
3. Performance	Focus: Achievement, confidence, strong performance. Motivations: Results, quality, professionalism, competence. Leadership & culture: High standards and accountability. When unbalanced, can drift into status, ego, or competition.
4. Evolution	Focus: Growth, learning, openness to change. Motivations: Adaptability, curiosity, empowerment, self-awareness. Leadership & culture: Continuous improvement and agility. Leaders model reflection and learning; people feel safe to experiment.
5. Alignment	Focus: Purpose, values, alignment. Motivations: Integrity, authenticity, clarity of direction, meaning. Leadership & culture: Purpose-led decision-making; strong alignment between values and actions. Creates deep trust and coherence.
6. Collaboration	Focus: Impact beyond the organisation. Motivations: Service, collaboration, shared success with stakeholders. Leadership & culture: Commitment to long-term value creation; partnership and contribution become central.
7. Contribution	Focus: Societal and planetary wellbeing. Motivations: Compassion, humility, global responsibility, legacy. Leadership & culture: Regenerative, future-focused, and deeply ethical. Leaders act for the benefit of current and future generations.

Immunity to Change: Building Capacity for Change

The Immunity to Change framework, developed by Robert Kegan and Lisa Lahey, reveals the hidden beliefs and protective patterns that keep leaders stuck — even when they are genuinely committed to change.

It helps uncover the “internal immune system” that unconsciously blocks new behaviours, often out of fear, identity protection, or competing commitments.

By making these underlying assumptions visible, leaders can shift from surface-level change to deeper transformation. The method offers a structured way to explore what you want to change, what you’re doing that prevents progress, and the invisible commitments that hold old patterns in place.

We are trained in the method by Robert Kegan and use it to help leaders and leadership teams expand their self-awareness, dissolve long-standing barriers, and unlock new ways of leading that are more aligned, intentional, and effective in complexity.

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Map component	Description
Improvement Goal	What it represents: A meaningful personal goal that would make you more effective as a leader. It should be something you genuinely want to change. Why it matters: Clarifies the developmental edge you are trying to grow into and sets the focus for the whole map.
Behaviours that work against my goals	What it represents: The specific actions — often unconscious — that undermine your stated goal. These are not “bad behaviors” but self-protective patterns. Why it matters: Reveals the internal contradictions between what you want and what you actually do, highlighting the real barrier to change.
Hidden, competing commitments	What it represents: The fears, worries, and protective commitments that keep the unhelpful behaviors in place. These commitments often serve emotional or psychological safety. Why it matters: Shows the “immune system” at work: the inner logic that protects you from perceived risk, even when it limits growth.
Big assumptions	What it represents: The deep beliefs or mental models that make the competing commitments feel necessary. These assumptions are often unquestioned and taken as truth. Why it matters: Identifies the root cause of the immunity. Once surfaced, these assumptions can be tested and transformed, unlocking real change.

Other inspirational resources

Be inspired by some of the other sources, methods and approaches we apply in our projects – from Immunity to Change, to Theory U, and StageSHIFT Coaching, to Systems Innovation, and Impact Business Models.

Immunity to Change

This Harvard-based framework and method help individuals reveal the unconscious assumptions and protective patterns shaping their mindset. It enables leaders to surface hidden barriers, open new pathways for action, and more fully embrace the personal and organisational changes they seek.

Theory U

Theory U provides an awareness-based model and method for changing systems, blending systems thinking, innovation, and leading change from the viewpoint of an evolving human consciousness. It guides leaders through a disciplined process of sensing, presencing, and realising emerging future possibilities.

StageShift Coaching

StageSHIFT Coaching is a highly innovative and integrative approach to adult and leadership development that liberates the mind, spirit, and heart to realize our unlimited human potential. The approach has proven to be four times more effective in 10 percent of the time invested than other vertical leadership development methods.

Barret Values Center

These tools and methods help align strategy, leadership, and culture by creating coherence between what the organisation aspires to be and how it actually operates. They enable you to measure and understand your current values and culture, and to co-create a future culture that meaningfully supports your desired direction and long-term success.

Inner Development Goals

The Inner Development Goals (IDG) began with the insight that achieving the SDGs requires inner human capacities and skills as much as technical solutions. It has since become a global movement, offering an updated IDG Guide with practical tools for developing awareness, empathy, collaboration, and systems thinking to tackle complex challenges.

Polarity Mapping

Polarity Mapping helps leaders work wisely with tensions that can’t be solved, only balanced — such as stability and change or autonomy and alignment. By making these dynamics visible, it helps teams avoid either–or thinking, recognise early warning signs, and design actions that honour both sides. This leads to more resilient decisions.

Stanford d.school

Stanford d.School is a place for explorers, innovators and experimenters at Stanford University. The d.school helps people develop their creative abilities. It is a community and a mindset to help people unlock creative abilities and apply them to the world. Be inspired by their website.

Cynefin Framework

The Cynefin Framework was developed to help leaders understand their challenges and to make decisions in context. It recognises that our actions need to match the reality we find ourselves in through a process of sense-making.

Three Horizons Framework

The Three Horizons Framework, helps leaders see change through three lenses: what is declining, what is emerging, and what could define the future. It supports working simultaneously on today’s performance, next-generation innovations, and long-term transformational possibilities.

Stanford Impact Business Model Canvas

The Impact Business Model Canvas is a framework for visualising, evaluating, and refining your business model to achieve both social and financial value. It helps organisations clarify how their activities create positive impact, strengthen alignment with purpose, and identify opportunities to enhance their contribution to society.

System Innovation Network

The Si Network is an online platform connecting people around the world to learn and apply the ideas and methods of systems innovation towards addressing complex challenges and building better systems that work for all.

Strategizer Unpacks Innovation

Ideas, learnings and methods to help you further your understanding and practice of innovation. The team behind the books Business Model Generation, Value Proposition Design, Invincible Companies, Testing Business Models, and more.

Ideo.org

IDEO is the leading innovation and design firm in the world. IDEO.org is their nonprofit design studio. They design products and services for organizations committed to creating a more just and inclusive world. Be inspired by innovation doing good.

Design kit by ideo.org

Design Kit is IDEO.org’s platform to learn human-centered design, a creative approach to solving the world’s most difficult problems. Their mission is to help you routinely innovate and solve big problems

Service Design Network

The Service Design Network (SDN) is the leading non-profit institution for expertise in service design and a driver of global growth, development and innovation within the practice.

Circo Circular Design

The circular economy does not arise by itself. CIRCO activates entrepreneurs and creative professionals to (re) design products, services and business models in order to subsequently do circular business.

Ten Types of Innovation

Creating new products is only one way to innovate. The Ten Types of Innovation-framework provides a way to identify new opportunities beyond products and develop viable innovations.

Blue Ocean Strategy

BLUE OCEAN STRATEGY is the simultaneous pursuit of differentiation and low cost to open up a new market space and create new demand. It is about creating and capturing uncontested market space, thereby making the competition irrelevant.