The primary responsibility of leadership in a more volatile & ambiguous digital era, at a time when 'big business' is in danger of becoming a social anachronism, is to bring about the most fundamental form of change - a change in the very nature of how the organisation thinks and behaves - and with it a change to leadership itself.

Organisational identity mimics leadership. It's therefore critical that leadership teams clearly understand and share a collective world-view and the personality traits that need to be developed & become more pronounced in order to see this reflected within the fabric of their organisations.

Leaders need to sit back around the table and re-align around a shared perspective of organisational purpose and the essence of what life within their organisation should feel like - a process of self-discovery & development of leadership mindset, middle management contribution and the practices & behaviours through which the desired organisational personality & performance is brought to life.

Yin Yang helps leadership teams develop their organisational personality along 3 key leadership dimensions that shape culture & performance. We assess their collective worldview & ambition and current organisational maturity and help close the gap through a combination of holistic interventions in leadership & management behaviour, management practice & organisation design. Contact us for more information.


Exponential Business Models
- Executive Briefings

Disruptive Leadership
- Assessment, Practices & Behaviours

Business & Operating Model Innovation.

The Disruptive Leader is a leader that acts as the sentinel over the organisation's awareness, interpretation of & response to opportunities and threats arising from new possibilities enabled by an alchemy of rapid change in technology & it's increasing footprint, emerging low fixed cost operating models and shifting social attitudes & behaviours.

Mobile ubiquity; collaborative consumption & asset leveraging; 'platform' business models; on-demand insight & labour; internet connected devices & smart analytics and 3D printing are business innovation themes that are already fundamentally changing the dynamics in many markets. No organisation is exempt from the influence of these developments and the next wave to come. .

There is no map and charting a path ahead will not be easy. We will need to invent, which means we will need to experiment. Jeff Bezos

The Disruptive Leader is someone that is constantly enquiring about the future but accepts that they can't predict it; regularly looks outside-in and steps over the border between the status quo and creating conflict; builds networks to diversify perspective & insight; challenges the orthodoxy of core competencies; has a 'digital first' mindset; understands how to lead by data and by instinct; is always ready to experiment.

Agile Leader

Organisational Agility -
Executive Briefings

Agile Leadership -
Assessment, Practices & Behaviours

Agile Transformation

The Agile Leader accepts that in today's fast changing and ambiguous world, the best laid strategy or plan rarely survives contact with the customer or the organisation! The Agile Leader helps create & oversee the organisation's capacity to manage continuous adaptation: synchronising a 360 degree cycle of sensing, acting, learning and responding to the unplannable, the undesired, the unforeseen and the new.

Uncertainty is the very condition to impel man to unfold his powers. Erich Fromm

In a faster moving & more complex world, organisations run a greater risk of misallocating resource & destroying value through adherence to leadership practices conceived in times of privileged access to information, clear competitive demarcation and sustainable profit advantage. In the digital world, speed, learning & responsiveness become an organisation's most precious assets and the Agile Leader must translate this reality into a corresponding set of organisational behaviours.

The Agile Leader is one that is comfortable with holding two conflicting thoughts at the same time; holds a firm course whilst knowing that things could be going in the wrong direction; leading by assumptions & outcomes rather than plans & budgets; executes and tests early rather than waiting on perfection; reallocates organisational resource dynamically in response to where it's most useful.

Management 2.0 (Wirearchy, Heterarchy, Holocracy)
- Executive Briefings

Connected Leadership
- Assessment, Practices & Behaviours

Management Transformation


The Connected Leader is one that believes that an organisation's performance is influenced most by the development of its 'human quotient' - it's collective intellectual, emotional, creativity and motivating energy. They seek to create flat, participative and open organisations that liberate people and expose their full human potential.

The Connected Leader is interested in releasing and harnessing the self-determination and self-organising instincts & motivations of people and creating an organisation that is more empowering and more collaborative - one that is more immediate in sensing & meeting its customer and workforce needs. The Connected Leader complements the Disruptive & Agile Leader by introducing the science of human engagement and liberating practices into organisational design and ways of working.

Extraordinary things begin to happen when we dare to bring all of who we are to work. Frederic Laloux

A Connected Leader is an advocate of collective & empowered participation: they believe that organisations can achieve much more through self-directed collaboration over power dominated hierarchies; they know that organisations need to compete for the best talent and that organisations designed to respect & release such talent will rise to the top.