KDVI Interventions in the Financial Sector

Case studies on different KDVI interventions in the financial sector.

Published on 1 Sep, 2015

KDVI Interventions in the Technology Sector

Case studies on different KDVI interventions in the technology sector.

Published on 1 Sep, 2015

KDVI Interventions in the Education Sector

Case studies on different KDVI interventions in the education sector.

Published on 1 Sep, 2015

KDVI's Key questions for reflection through these uncertain times

Crisis forces people and companies to adapt and change. Covid-19 is particular because of its global impact; consequences are magnified both personally and collectively. Large scale disruptions can expose our fault lines and vulnerabilities and push us to challenge and question existing mindsets and behaviours. While traumatic, it can also elevate and bring to the fore different leadership behaviours.

KDVI Learning Lab Conversation Series Spring 2021

We are now a little over a year since the onset of the Covid-19 pandemic, which, alongside a broader backdrop of political and socioeconomic unrest and increasing climate catastrophes, have created a significant inflection point in many of our business-as-usual practices and expectations. While companies and individuals have and continue to experience major upheaval, this time has also brought forth opportunities for growth and change.

Future of Work, Leadership and Organisations

The 4th Industrial Revolution, or age of rapid technological advances, is changing the way people work with disruptive impact on business, global economy and broader society (WEF, 2020). Future of work trends generally describe a workforce that is increasingly diverse, dispersed, digital, and dynamic. The Covid-19 pandemic has only accelerated these shifts, pushing companies to fast track the adoption of technologies and remote working. But what are the human consequences of these new ways of working, and how do they align with aspirations for the future of work?

Sociology of Leadership in Organizations

A chapter in International Encyclopedia of the Social & Behavioral Sciences, 2nd edition on using a psychpdynamic lens to the study of organisational phenomenon.

Published on 24 Apr, 2015

KDVI's Organisational Culture Transformation Framework

The purpose of this paper is to provide our clients with an understanding of our approach to organisational change and culture transformation. First, we describe the underlying challenges that organisations face, where change is the norm rather than the exception. We then propose that, by addressing both manifest and underlying factors, KDVI’s interventions go beyond a simplistic quick fix. Next, we provide an overview of the theoretical foundations of KDVI’s approach to organisational culture transformation, which lead to six concrete change principles that guide our work. We then map these principles into a general roadmap for a culture transformation programme in terms of phases and timelines. In the final section, we highlight the specific change levers that make KDVI’s approach unique.  

The Art of Doing Nothing

In our current 24/7 society, introspection and reflection have become lost arts. Instead, we are at risk of becoming victims of information and work overload. In this article, the authors argue that slacking off—or a conscious effort to do nothing—is a great way to induce states of mind that nurture our imagination.

Published on 20 Dec, 2014

The Sexual “Cloud” in the Executive Suite

Manfred Kets de Vries explores whether sex and man’s unconscious drive for survival are keeping women locked out of the C-suite.

Published on 13 May, 2015