What we believe
Transformation — not change.
“Managing change” is reactive. The world changes constantly, and plans are quickly made irrelevant by changing conditions.
The organization of the future must be designed to transform - not once, but again and again. In order to build transformational flexibility into your organization, you must have clarity - about who you are, why you exist as an organization, and how you show up together.
From this place of internal alignment, you can flex with whatever changes come your way and take advantage of new opportunities faster. Importantly, this stable center helps prevent burnout and encourages sustainable performance over time.
Teams — not hierarchies.
The hierarchical team structure is designed for control, and control inhibits innovation and intrinsic motivation.
The 21st century team harnesses collective intelligence by allowing space for diverse strengths to come together, solve problems, and ask questions.
Strong teams have a high degree of trust and alignment on goals. They pressure-test ideas. These teams make fast decisions with buy-in. They hold each other accountable. They have clear agreements on how work gets done and protect each other’s well-being. They invest in each others’ growth and learning through feedback. And they get results.
Belonging — not inclusion.
Inclusion presumes that there is an act of approval or inviting someone in. We believe in creating environments of diversity, equity, and belonging — where difference is honored and leveraged as a strength.
Belonging helps build psychological safety, which creates the conditions for unlocking the full potential of your organization. When difference is welcomed, ideas get more innovative, new approaches are proposed, and blind spots are highlighted.
By encouraging your people to have voice, you free them up to think bigger, find meaning in their work, and to have impact beyond themselves.