Areas of work

My approach to coaching follows the Socratic method of inquiry — a reflective, developmental process built on dialogue and insight. Through thoughtful questioning and observation, coaching becomes a space where leaders and teams uncover assumptions, explore patterns, and expand their capacity for meaningful action.

I work across multiple levels — individual, team, system, and enterprise — fostering awareness, adaptability, and connection. At its core, my coaching practice is generative: it aims not to provide answers, but to guide people through reflection in action.

In practice, I use a coaching arc that integrates reflection, observation, prioritisation, and impact assessment. This structured yet flexible approach supports ongoing learning and measurable progress.

Ultimately, my work in coaching cultivates the mindset and conditions for sustained performance and organisational learning — enabling individuals and systems to evolve, act with clarity, and align purpose

My research examines collaboration as a relational and dynamic process — shaped by the subtle interactions through which people coordinate, adapt, and create together. Findings from my studies show that collaboration thrives when individuals engage in a shared process of meaning-making, staying open to emergence rather than control. It is within these responsive exchanges that creativity, trust, and alignment take root.

In practice, I strengthen teams’ capacity for collaboration by cultivating the conditions that allow connection and dialogue to flourish. This means building relational awareness, fostering trust across differences, and creating spaces where learning and innovation can emerge collectively.

Collaboration, in this sense, becomes more than a way of working — it is a living process of co-action that fuels creativity, adaptability, and sustainable performance across systems.

I approach organisational development is a living process of evolution — a continuous shaping of how people, systems, and purpose come together to create value. Change may unfold from within, through innovation, learning, or future-oriented growth, or arise in response to external forces such as competition or crisis. In both cases, the essence of development lies in how an organisation learns to evolve from within itself — how it transforms its own energy into forward movement.

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Drawing on Appreciative Inquiry I research how organisations build capacity for renewal through discovery, dream, design, and destiny. By recognising what gives life to an organisation — its strengths, values, and aspirations — my findings show that when people are invited to imagine what might be, to co-design what should be, and to sustain what can be, they essentially design the conditions of development themselves. This generative process is both human and high-performing, allowing organisations to move from reflection to renewal with clarity and purpose.

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In practice, I activate organisational development — translating vision into momentum, and momentum into measurable progress. This means aligning strategy and structure with the lived experience of people, so that change becomes a rhythm of learning and renewal rather than a one-off intervention.

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At its heart, organisational development is about creating adaptive, people-centred systems that continually renew themselves toward a shared, meaningful purpose — achieving performance that endures through coherence, trust, and collective capability.

I approach organisational transformation as a deliberate act of renewal — a conscious re-patterning of how purpose, people, and structure interconnect to create the future an organisation envisions.
Seen through the lens of systems thinking, transformation is less about replacing parts and more about reconfiguring relationships — the flows of knowledge, intention, and influence that sustain an organisation’s vitality. Every system holds its own dynamic balance; when those balances shift, transformation begins.

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My research on system dynamics explores how interdependent patterns shape organisational resilience, and how leverage points — the areas where alignment, values, and narratives converge — can open new pathways for enduring transformation.
My findings show that transformation depends on both  strategic clarity and emotional integration: people must be able to stay connected, make sense together, and move through tension with curiosity and shared commitment.

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In practice, I guide transformation as a systemic journey — identifying key relationships that carry influence, revealing feedback loops, and creating structures that translate vision into collective action.
My approach balances rigour with empathy to drive a coherent movement that renews strategy, capability, and confidence toward a shared horizon.

I see business agility as the art of keeping organisations responsive to what matters most — translating agile principles into the rhythm of everyday business. While its roots lie in software, in the business context agility means something broader: creating coherence between vision and action, and shaping ways of working that remain adaptive, coordinated, and value-creating in dynamic environments.

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I view agility as a philosophy, not a method — a way of thinking and organising that begins with context. Each level of the organisation calls for its own expression:

• at the individual level, agility is curiosity in action;

• at the team level, it’s rhythm, alignment, and collective learning;

• at the organisational level, it becomes a system of distributed sense-making and responsive coordination — a living network continually renewing itself.
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My research explores how continuous feedback loops and distributed ownership among experts closest to the information sustain adaptability and strategic coherence. These mechanisms enable organisations to evolve intentionally — aligning decision flow with expertise and keeping the system responsive without losing direction or focus.

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In practice, I bring agility to life within business environments — working with leaders and teams to integrate agile principles into strategy, structure, and culture. The goal is not to follow a framework, but to cultivate a shared philosophy of responsiveness, accountability, and flow.

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The result is a people-centred organisation that delivers value early and often, stays attuned to change, and builds resilience through collective intelligence.

My work explores creativity and entrepreneurship as relational and evolving processes — not as individual acts of inspiration, but as collective movements where new ideas and directions take shape through interaction. Innovation emerges in the spaces between people — in their capacity to connect, to explore, and to co-create meaning in response to what is unfolding around them.

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Entrepreneurship, in this sense, is the practice of bringing potential into form — turning ideas into reality through collective imagination and purpose: where vision takes shape, and where collective energy transforms uncertainty into progress.

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In practice, I cultivate the conditions for innovation to thrive — working with individuals, teams, and organisations to build curiosity, responsiveness, and courage. This means developing the mindset and action set of a creative, entrepreneurial spirit — one that expands what is possible and keeps the spirit of discovery alive in organisational life.

I approach teaching as a profound responsibility — an act and art of cultivating potential. Within the university setting, this means guiding students through distinct stages of their academic journeys — from the early curiosity of a bachelor’s degree to the deeper inquiry of master’s and doctoral study, and the continued reflection of professional development. Each stage holds its own rhythm, questions, and demands, yet all are bound by the same search for meaning and evolution.

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It is about creating spaces where curiosity feels safe, where learning becomes a shared discovery, and where students are inspired to stretch their thinking and see themselves as active participants in knowledge creation.

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My approach blends experiential learning with reflective dialogue — bridging theory and practice in ways that feel alive, relevant, and continually renewing. I listen closely to the needs and rhythms of each group, shaping the experience around their questions, interests, and emerging directions. Learning, in this sense, becomes a living process of inquiry rather than a sequence of answers.

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In the lectures, I use arts-based and experiential methods, case studies, and role plays that invite students to engage emotionally as well as intellectually. My pedagogical stance is rooted in inclusion and accessibility — ensuring that every student feels seen and valued, and that learning is a lifelong philosophy rather than a checklist of competencies.

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Unlike people development in corporate settings — where the emphasis often lies on performance and organisational capability — academic learning is about the process itself: nurturing intellectual independence, critical thought, and the courage to pursue unanswered questions. It is about walking the path of discovery, step by step, within a scholarly community that values inquiry over certainty.

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At the heart of my teaching lies the wish to awaken something lasting — a curiosity that endures, a sense of agency in shaping one’s own path, and the courage to keep learning as a way of being. My greatest reward is to see students not only grow in knowledge but discover in themselves the confidence to contribute meaningfully to the world.

My research explores leadership as a relational process — how people co-create direction together across the spectrum of agreement, uncertainty, and change. It examines how connection and disconnection shape the routes that leadership takes, and how meaning is continually constructed through these relationships over time.

My research findings indicate that leadership develops as people navigate the turning points along their shared trajectories — moments where maintaining connection enables progress even amid disagreement or tension.

In practice, I develop leadership as a shared and evolving capability — working with individuals and teams to shape collective direction and cultivate spaces where co-action can emerge and grow.

Rather than focusing on position or authority, my work advances leadership that values connection, adaptability, and meaning-making as foundations for creating direction in complex systems sustaining progress through challenge and change.

I approach people development as the art of growth in motion — the continuous unfolding of potential within individuals and across the systems they shape.

It begins by meeting people where they are and nurturing movement toward where they aspire to go next. This journey is both personal and collective: as much about individual evolution as about cultivating an organisational culture that learns, adapts, and renews itself through its people.

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My approach recognises that growth takes many forms. At the individual level, it draws on the principles of coaching — deep inquiry, reflection, and awareness that expand perspectives and possibilities. At the organisational level, it engages with structures and programmes that develop leadership, foster succession, and strengthen the connective tissue of collaboration and capability. Across both, the aim is to create a living system in which development is not prescribed but inspired.

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My research explores how awareness — of self and of the social system — shapes motivation, performance, and contribution. My findings show that when people feel valued and seen within their organisational context, their sense of purpose and agency expand. This, in turn, amplifies organisational capability — transforming learning into performance and engagement into innovation.

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In practice, I design people strategies and interventions that weave individual growth into collective advancement — connecting aspiration to capability and capability to impact. The outcome is an organisation where people feel energised to grow, contribute, and thrive — translating development into renewal, performance, and shared value.

I approach organisational design as the architecture of coherence — the deliberate structuring of roles, governance, and information flows so that purpose can translate into coordinated action. It is the point where strategy becomes system: where decisions, processes, and relationships are shaped to serve a shared intent.
 

Guided by systems thinking, I view design as more than structure — it is a living framework that reflects an organisation’s values and way of being: what the organisation believes about collaboration, leadership, and accountability, and how it wishes to act within its environment. My research shows that when values and structures align, energy flows; when they drift apart, friction and fragmentation appear.
 

In practice, I design operating models that connect purpose to performance — mapping relationships between processes, technologies, and people to create a rhythm of clarity, accountability, and informed decision-making that sustains momentum across the system.
 

Every design process becomes an act of aligning system logic with people’s experiences to build organisations capable of delivering their mission with integrity, coherence, and enduring performance.

I approach strategy as the compass that orients an organisation toward its chosen future — the north star that translates purpose into direction and direction into movement. It is not simply a plan, but the logic behind action: the reasoning that connects aspiration with deliberate choice. In essence, strategy defines why and where to play, and what must be true for the organisation to thrive.

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My research explores how leaders make sense of realities — how they interpret signals, surface blind spots, and translate insight into strategic intent. It shows that strategic thinking is as much about perceiving patterns as it is about making choices: an iterative act of sense-making and foresight, where courage and openness sustain clarity in the face of the unknown.

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In practice, I work with leaders on strategy development — articulating vision, framing strategic options, and aligning systems and people around a shared direction. This process blends a top-down mandate with broad organisational buy-in, ensuring that strategy is collectively owned and lived in practice.

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When strategy becomes a shared act of sense-making rather than a directive, it turns into a living system — one that can discern what is right for the organisation at each moment of its evolution.
 

I see organisations as more-than-human— dynamic constellations of people, technologies, and environments that co-evolve together. From this perspective, work becomes a space where human intelligence meets artificial agency, and where ethics, creativity, and responsibility converge to shape the future of organising.

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My research explores how this expanded understanding of agency — spanning human, digital, and ecological actors — can open new possibilities for wiser, more sustainable forms of organising. It reframes how we think about leadership, decision-making, and accountability in a world increasingly defined by interdependence and technological evolution.

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In practice, I work with organisations to translate this awareness into action — developing capabilities that connect innovation with ethics, intelligence with empathy, and progress with ecological responsibility. The aim is not only to adapt to complexity but to create work ecosystems that are consciously life-centred: attuned, balanced, and capable of flourishing within a connected world.

My work with purpose-driven organisations begins with a humble realisation: when people act from conviction rather than self-interest, they create ripples of change that reach far beyond the immediate horizon. These organisations hold the courage to imagine hopeful futures — to stand for dignity, justice, and renewal where it is most needed.

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My approach is rooted in deep respect for their mission and reality. I bring the same rigour of leadership, design, and strategy that guides my corporate work, yet apply it through a lens of empathy and social awareness. Informed by Bourdieu’s thinking on the interplay between structure and agency — how our social worlds both shape and are reshaped by human action — my research explores how reflexivity can become a form of transformation: the moment people see not only the system around them, but their capacity to act within and upon it.

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In practice, I work alongside these organisations to strengthen their capacity for impact — aligning vision with structure, nurturing leadership, and cultivating collaboration that sustains purpose under pressure. This work is about bringing their mission to life with integrity and compassion.

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At its heart, this is work of service — about contributing to the quiet architecture of a more empathetic world. Each project becomes an act of hope: a reminder that progress is not only measured by growth, but by the lives we touch and the futures we bring into being.

I see research is an act of contribution — a way of deepening our collective understanding of how people, organisations, and societies evolve. My work extends across leading international journals, edited volumes, and academic conferences, including the Academy of Management Annual Meeting, British Academy of Management Annual Conference, Critical Perspectives on Entrepreneurship, Edward Elgar, Entrepreneurship & Regional Development, European Academy of Management, European Group of Organisation Studies, Human Relations, IGI Global, International Critical Management Studies Conference, International Small Business Journal, International Studying Leadership Conference, International Symposium on Process Organization Studies, Journal of Applied Behavioural Science, Leadership, Leadership and the Humanities, Routledge, SA Journal of Industrial Psychology, Sociological Research Online, Springer, and the U.S. Army War College Strategic Leadership Forum.

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At the heart of my scientific inquiries lie the rooting in relational psychology, systems thinking, and qualitative methodologies that illuminate the lived experience of turning points, trajectories, and unfolding stories. My research advances ways of studying and engaging with organisations that are dynamic, reflective, and deeply people-centred — bridging theory with the practice of coaching, collaboration, leadership, creativity, innovation, entrepreneurship, organisational development, transformation, organisational design, strategy, business agility, people development, more-than-human organisations, and purpose-driven and not-for-profit contexts.

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These contributions reflect my broader purpose: to make scholarship a living dialogue between academic thought and organisational reality. My work aims not only to shape the field of organisational psychology but also to inform and inspire practice — creating insights that leaders, teams, and organisations can apply to navigate complexity with clarity and connection.

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In essence, research is my way of continuing the conversation — contributing knowledge that endures, evolves, and returns to practice as wiser action.