"Energy sector inter-ventions"
Case studies on different KDVI interventions in the energy sector.
KDVI, 2015
"Financial sector inter-ventions"
KDVI Interventions in the Financial Sector
Case studies on different KDVI interventions in the financial sector.
Published on 1 Sep, 2015
"Technology sector inter-ventions"
KDVI Interventions in the Technology Sector
Case studies on different KDVI interventions in the technology sector.
Published on 1 Sep, 2015
"Education sector inter-ventions"
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.
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?
"Applying a psycho- dynamic lens to org studies"
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.
"Slacking off is a great way to nurture our imagination"
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
"Let's talk about sex in the boardroom"
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
The Irrational Executive: Psychoanalytic Explorations in Management
The Irrational Executive is a compilation to counter this bias in management theory. Focusing on unconscious as well as conscious internal processes, and strongly influenced by contemporary psychoanalytic theory, the contributors argue persuasively against the rationalist model.
Published on 1 Nov, 1984
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