Leadership, Organizations & Human Systems An independent inquiry and advisory practice
Applied research examined why substantial talent investment was not translating into the advancement of Japanese women. The findings informed targeted leadership-development interventions and broader talent practices designed to strengthen readiness for senior roles.
As CMIC expanded internationally, a leadership-development architecture was created to help successful domestic leaders build the capabilities required to lead across cultures, functions, and geographies.
A comprehensive organizational assessment informed an integrated talent-development architecture connecting future business requirements with leadership capability, development experiences, and succession priorities.
The service-delivery model supporting Intel’s international assignments was redesigned to handle increasing volume while maintaining quality, reducing administrative complexity, and clarifying responsibilities.
Current Thinking
David Tensen & Wayne Graham · Development and Learning in Organizations: An International Journal · 2026 Why I’m reading this: Add the client’s “Why I’m reading this” commentary here. Read the original article →
Amir Goldberg & Phanish Puranam · Journal of Organization Design · 2026 Why I’m reading this: I’m less interested in predictions about whether AI will replace managers than in what the question reveals about management itself. If prediction, analysis and...
How Provisional Knowledge Hardens into Organisational Truth A publication draft in the series The Work Management Ideas Do This is not really an article about slime mold. It is about what happens when an interesting observation acquires enough authority to reorganise...
Leadership development is evolving rapidly as technology, changing workplace expectations, and new ways of working reshape how leaders grow. The future will focus on adaptability, emotional intelligence, personalized coaching, and continuous learning to help leaders...
