What we do

Leadership Development & Coaching

Culture Building & Transformation

Retreats & Offsites

How might we enable the required mindset and behavioural shifts as members and organisations transition from one level of complexity to another?

The skills required for a new role are often appraised and developed, and some organisations even invest in strengthening softer competencies. However, moving into leadership roles also requires shifts at the level of mindset and behaviour. For instance, an individual contributor transitioning to a team lead role must shift their focus from personal outputs to enabling collaboration and effectiveness within their team. Similarly, what shifts are required in the culture as the organisation matures and transforms? These mindset transitions are often unarticulated and thus not fully engaged with. Such shifts demand fundamental changes in the collective patterns of thinking, feeling and doing.

At TAO, we facilitate a deep reflexive process designed to catalyse these essential transformations. Our leadership development programs cater to all levels, from senior executives to individual contributors. These customised programs combine intense workshops with personalized one-on-one coaching and collaborative group coaching sessions.

Business Head

(System Architect)

Top value potential

create system design and foster long term viablity

Manager of Managers

(Manage
Operational System)

Design value chain

Ensure overall system strategy

Manage value stream

Manage flow of work (process) and people dynamis

Team Lead

(Manage Value Stream)

Individual Contributor

(Specialized Skilled Resource)

Deliver input

Quality & timeliness of work

Organizational Culture Diagnostics

Behavioural Agile Transformation

Sustained Operational Excellence

How might we build member readiness for adoption of systemic change?

How might we build operational excellence that sustains?

Systems, processes, and policies are driven by people; therefore, they cannot be viewed in isolation from the behavioural practices and culture of an organization. Culture change often follows systemic change, but the synergy between the two determines the intensity and vibrancy of any organization - and its competitive edge.

At TAO, we are experienced in mapping the mindsets that drive behaviours within any system. We use the organisational diagnostic tool Existential Universe Mapper (EUM©) coupled with action research to understand the current organizational identity, the aspired ideal, and the underlying mental models. Based on this understanding, we create dialogic interventions to build readiness for systemic change that enhance adoption and sustainability of efficiency initiatives.

Business Alignment and Sustainability

Cultural Due Diligence Pre-M&A

Cultural Integration Post-M&A

How might we enable intrapreneurship and strong customer-focus in the organisation?

How might we integrate social and environmental sustainability into the core vision and strategy?

How might we build cultural alignment that is pivotal for M&A success?

An organization is a dynamic interplay of four voices that coexist: customer, capital, employee, and technology. The fifth voice of larger ecology provides a fertile ground for the dynamic interplay of these four voices. There are constant pulls and pushes between these voices that lead to resonances and dissonances within any system. This dynamicity creates tensions that can provide hidden energy to move forward toward the aspired ideal and holistic wealth creation.

Having worked with organizations of various types over the past four decades, we have refined models and tools such as Tensegrity Mandala™ and Business Aligner. These tools enable leaders to develop an ecosystemic view of their organisation and outline the journey forward. They also facilitate alignment at different levels while promoting cultural coherence, especially during mergers and acquisitions (M&A). Together, these elements create a highly productive platform for empowered and laser-focused action.