How do we create working environments where people have a sense of autonomy, the ability to grow, and have meaningful, trusting relationships with others? Our research explores the processes of individual and organisational change and pays close attention to their characteristics and dynamics.
In a world where everything that can be measured is seen as meaningful, and where things that can’t be measured don’t matter, the pandemic has busted one of the great untruths. It’s actually the ‘unmeasurables’ that matter more.
KDVI Learning Lab Conversations, Dec 2021
As old as time and very much universal, feelings of shame can lead to self-destructive behaviour in even the best of leaders.
INSEAD Knowledge, Jul 2021
Anton Obholzer's new book provides insights into the unconscious processes at play in the workplace and an introduction to a balanced approach to organisations.
Routledge, Nov 2020
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 Covid 19 Pandemic has brought unimagined change to organisations at unprecedented speeds. Organisations and leaders are on a journey of discovery. As leaders plan the future for their organisations, understanding the cultural health of their organisations and teams will be a critical success factor. No one be certain what any organisation will look like in the future – the structures, roles, functions are all up in the air. Structure and process will give a sense of clarity and security, but if the culture is not able to support the upcoming changes and challenges, leaders will struggle to implement sustainable changes.
KDVI Writer's Colony, Sep 2020
KDVI Writer's Colony, Sep 2020
Neurotic leaders create neurotic organisations. This mini-article identifies five neurotic styles of organisations and explains how they can be used to better understand the ‘smell of the place’.
KDVI Writer's Colony, Nov 2019
Inscribe courageous conversations into organisational DNA
How to create an organisation where people find meaning in, and are captivated by, their work.
INSEAD Knowledge, Jun 2019
Beware of the cultish techniques that have crossed into the workplace
Why would anyone be attracted to a cult? Many businesses have cult-like characteristics which, on one hand, can provide structure and order, on the other, they can breed paranoia and stifle creative thinking.
INSEAD Knowledge, Nov 2018
The Trigger Zone outlines the contours of the neuro-psycho-dynamic approach to change management.
Mediawerf , Jan 2013
This paper discusses the internal and external pressures that may trigger organisational changes and explores the four stages of the organisational change process.
INSEAD Working Paper, Feb 2009
"A look at Russian history and capitalism"
This article reflects on the history of Russia, focusing on the country's late-20th and early-21st-century development as the Russian Federation.
Organizational Dynamics, Jul 2008
"A review of leadership coaching"
This working paper presents a review of leadership coaching, including the different forms of coaching, goals and what makes it work.
INSEAD Working Paper, Mar 2004
"Creating healthy work places for the new millennium"
This article raises questions about the well-functioning individual, the motivational need systems that drive people, and the conditions that make for healthy organisations.
Human Relations, Jan 2001
"Creating authentizotic organisations"
This article is a rejoinder to the critique by Robert Golembiewski of the authors' article Transforming the Mind-Set of the Organization: A Clinical Perspective, in which the processes of individual and organizational change and the resemblance between them are explored.
Academy of Management, Jan 1999
"Unraveling the processes of change"
In this paper, the processes of individual and organisational change—their characteristics and dynamics—are explored, and resemblances between personal and organizational change are highlighted.
Administration & Society, Jan 1999
In this book the processes of individual and organizational change their characteristics and dynamics are explored, and resemblances between personal and organizational change are highlighted.
Management Briefing, Nov 1996