by Thomas Lim | Jul 4, 2025
Business leaders and CEOs today are facing mounting pressure to deliver both short-term results and long-term transformation. At the same time, they are asked to build organisations that are agile, resilient, and aligned from the C-suite to the frontline. I had the opportunity to speak to Dr Gerry Kraines when he was in Singapore recently. We observed that to thrive in this BANI environment, many leaders are turning to two powerful frameworks: Strategic Organisation™ and Systems Leadership. While often discussed independently, these two disciplines are deeply complementary. Strategic Organisation™ focuses on designing the structure, roles, talent capabilities, leadership, accountability, and work systems of an organisation to ensure effectiveness. Systems Leadership focuses on the mindset, behaviours, and processes required to lead in complexity, mobilise stakeholders, and enable learning across boundaries.
Strategic Organisation™: Building the Conditions for Success
Strategic Organisation™ (SO) emphasises that organisational performance is less about individual brilliance or capabilities, and more about system design. At its core, SO is a discipline that helps leaders align five key elements: structure, process, people, leadership, and values. When these are aligned, organisations gain clarity of purpose, consistency in execution, and coherence in how people work together.
One of SO’s most powerful concepts is the idea of “time-span of discretion” invented by Elliott Jaques in the 1950s. Every role in the organisation, from shop floor to CEO, has a time horizon for which it is accountable. Misalignment between role complexity and capability leads to dysfunction. This concept, when applied, helps organisations calibrate managerial layers, streamline bureaucracy, and avoid over-engineering or leadership vacuums. But just asking a subordinate to ‘fix it’ or ‘do what makes sense’ is neither helpful nor effective. As Gerry would put it “Accountability without Authority is Fantasy and Stress.”
From a Systems Thinking lens, the Nested Hierarchy of Choices offers a clear framework for translating an organisation’s purpose and vision into coherent strategies, tactics, and daily activities across the enterprise. When integrated with the design principles of Strategic Organisation™, it enables each layer of the organisation to take ownership of decisions appropriate to their scope of responsibility—ranging from long-term vision-setting and strategic direction to tactical planning and frontline execution. This structured approach ensures that conceptual strategies are not just abstract ideas but are operationalised holistically throughout the organisation. It promotes vertical alignment, reinforces accountability, and empowers individuals to make decisions that are connected to a shared purpose, ultimately creating a more agile and focused organisation, anchored on clear accountability at every level of leadership.
Take HR, for example. In most companies, HR is seen as an enabler. But in a strategically organised company, HR becomes a systemic lever for transformation. Roles are defined not just by titles, but by accountabilities. Career progression is aligned with the complexity of work, and performance systems are designed around the effectiveness with which employees overcome obstacles and create opportunities, not just competencies. This changes the game from “managing people” to “managing systems of roles.”
Strategy in Action: A Manufacturing Example
Consider a mid-to-large sized manufacturing company undergoing a shift toward smart factory operations. Leadership has invested heavily in IoT, automation, and analytics—but results are mixed. Frontline workers resist the change, middle managers struggle to bridge the technical and human elements, and the executive team is firefighting rather than leading.
By applying Strategic Organisation™ principles, they redesigned their operating model using the Functional Model of a Level 5 Business Unit. Strategic roles were separated from tactical ones. Cross-functional direct-and-indirect accountabilities for outputs (i.e., QQT/R: Quantity, Quality, Time, Resources) are mapped to clarify who is accountable for what in relation to whom. Leaders used accountability mapping to see where execution bottlenecks lay. And at the heart of the transformation, a new system for decision rights, role expectations, and time-span alignment was implemented.
The result? Resistance decreased, productivity increased, and managers had more time to lead rather than plug gaps. Systems Leadership principles—like double-loop learning and surfacing mental models—were used to reframe the cultural assumptions holding the organisation back.
Systems Leadership: Navigating Complexity Through A Theory of Success
If Strategic Organisation™ builds the structure as espoused by Gerry Kraines and Elliott Jaques, Systems Leadership provides the lens. Developed by thought leaders like Peter Senge and Daniel Kim, Systems Leadership challenges leaders to think beyond event-led chains and start recognising patterns, loops, and interdependencies.
A Systems Leader is someone who can hold the long-term vision while navigating short-term complexity. They build capacity for generative conversations, suspend assumptions, and use tools like the Casual Loops and the Levels of Perspective to perform diagnosis and co-creation. Most importantly, they see change not as a linear ‘project’, but as an emergent, iterative process.
When applied together, Strategic Organisation™ provides the infrastructure for accountability and alignment, while Systems Leadership provides the mindset and practice for adaptation and innovation. The synergy between the two creates a powerful enterprise that not only delivers but evolves.
Leading the System: How Executives Can Apply Both
So how can leaders combine Strategic Organisation and Systems Thinking in practical terms? It starts with diagnosis. Leaders need to move from a reactive mindset to one of systemic awareness. Instead of asking “Who dropped the ball?”, they must ask “What in the system allowed this problem to emerge?”.
Second, leaders need to design for learning. This means embedding double-loop learning into strategy reviews, building in feedback loops at multiple levels, and using tools like the Creative Tension Model to manage the gap between current reality and vision. Strategic Organisation™ helps formalise the ‘what’: structure, role design, accountability. Systems Thinking guides the ‘how’: adaptation, sensemaking, and emergent strategy.
Third, leadership development must be re-imagined. Instead of generic competency models, organisations should develop leaders who can lead systems and understand authority and roles. This means teaching managers how to design role architectures, align team charters, and diagnose systemic causes of conflict.
Conclusion: The Future of Work is Systemic
As complexity increases, the leaders who will thrive are those who can simultaneously engineer the conditions for performance and cultivate the learning environment for growth. Strategic Organisation™ and Systems Leadership are not just frameworks; they are leadership imperatives. By embracing both, organisations move from managing chaos to leading change. From reacting to building capacity. And from siloed excellence to enterprise-wide coherence.
by Thomas Lim | Jun 10, 2025
Great business presentations go beyond facts and data. They do not just inform; they transform. Whether the subject matter is winning over a policy panel, steering a strategic initiative or galvanizing stakeholders into action, the most impactful presenters go beyond slides and stagecraft. They synthesise complexity to create meaning and tell stories that move people to change.
Yet, in a world overloaded with data, dashboards and opinions, such clarity is elusive. What separates a memorable presentation from a forgettable one is neither charisma or appearance; it is coherence and relevance. And these impactful engagements come from a deeper way of thinking and knowing how to make visible that thinking for the intended audience. This is where systems-thinking-based presentations come in.
When a topic is complex with many related parts, the challenge for presenters is how the narrative structure does not cause the audience to “lose its way.” As someone who regularly presents to ministers, permanent secretaries and cross-sector CEOs, I have learned that preparation is more than just assembling information and sequencing the flow. It is about understanding how things connect and how people derive their own personal meaning and collective sensibilities.
Sensemaking For Insight: Planning With A Systems Lens
At its core, systems thinking is about making sense of complexity. It enables presenters to step back from the noise, see the whole picture and position their message in a way that resonates with strategic intent.
Let me give you a real-world example. In one of my recent engagements with a government agency, my team and I were tasked with proposing a digitalisation road map for SMEs. The data was abundant: macroeconomic trends, tech adoption curves, industry pain points. But what mattered most was how we framed the story.
We used systems thinking principles from the levels of perspective to separate surface events from deeper structures and created mental models of the relevant stakeholders that were involved within this ecosystem. The systemic narrative showed what was driving inertia, giving ample emphasis to the prevailing perspectives of current reality. With that, we were able to propose a hypothesis, what we call a theory of success, before we discussed solutions. This method empowers presenters to ask better questions before building their slide decks:
• Why is this topic important and why now?
• What is really driving this problem?
• What are the underlying assumptions shaping different stakeholders’ views?
• How does this issue connect to the wider ecosystem?
• What principles should we adopt in addressing the topic at hand?
Instead of overwhelming audiences with unfiltered data points, a systems-based approach presents the wholes, connects the parts and synthesizes the interrelation toward structured sensemaking for insights and action.
Narrating For Influence: Framing The Right Story
Once clarity is achieved through systems framing, the next step is exacting influence. This is where structure becomes story. Too often, I see presenters dump data points and hope their audience connects the dots themselves. But busy leaders do not want information, they seek meaning and implication. A shorthand usually goes something like this: What, So What, Now What. Narrative frameworks such as the story spine help presenters build a compelling arc, almost like a simple fairy tale:
“Once upon a time …” > “Because of that …” > “Until finally …”
When speaking to senior leadership, such as a room full of cross-agency directors driving a national innovation agenda, I never begin with charts. I start with the human context. What is the shared pain point we are seeing? What are the systemic weaknesses and failures? Then, and only then, does the supporting data come in. Data supports; it does not lead the narrative.
This scaffolding approach allows you to map systems-level insights into emotionally resonant messages. It helps presenters build logical sequencing, anticipate stakeholder objections and tell stories that stick. And when aligned with systems thinking, storytelling becomes more than persuasion, it becomes sensibility for the collective.
Delivering For Impact: Presence, Voice And Executive Confidence
The final piece of the puzzle is how we show up. You can have the best insights and stories, but without credible delivery with confidence, they don’t land. In my coaching work and presentations, I have found the 3 V’s of communication—visual, vocal and verbal—extremely helpful.
• Visual: Are your slides supporting or distracting from your message? Are you visually positioned in the room as a peer, not a supplicant?
• Vocal: Are you modulating your tone to create energy and emphasis? Silence, when used well, is a weapon.
• Verbal: Are your words chosen with precision? Do you project conviction without sounding defensive?
One important skill to master is how to read the room, to sense what the audience needs more of or less of—and to respond not only with prepared content, but with adaptable presence.
In a recent client pitch, we rehearsed a “three-level modulation”: one version of the message for technical analysts, another for mid-level sponsors and a third for C-suite champions. It’s the same content and insight but delivered with different pacing, emphasis and tonality, a skill honed through years of practice.
Systems Thinking As The Secret Weapon
In today’s world of complexity and constant change, presenting goes beyond skill. It has become a leadership trait. The most effective presenters don’t merely tell people about the facts. They help people see what matters and reach alignment. When you combine systems clarity with storytelling structure and delivery presence, your message becomes a lever for change and impact.
by Thomas Lim | May 5, 2025
The learning organization has been a unifying concept in the field of organizational development, first introduced by Peter Senge in 1990. Its relevance has not diminished but instead is becoming more significant given the nature of business complexity. To deal with fundamental issues, simply problem-solving is insufficient; we need to work toward “problem-dissolving” so that the underlying issues are permanently resolved. Many companies fall into the trap of single-loop learning, where they fix immediate issues without questioning the underlying assumptions that led to those problems. While this method improves efficiency, it often fails to drive true transformation. Double-loop learning, on the other hand, challenges fundamental beliefs and creates the conditions for lasting organizational change.
One of the most effective ways to apply double-loop learning is through the creative tension model, a framework that highlights the gap between the current reality and the desired vision. Instead of reacting to problems in isolation, organizations can use creative tension as a force to drive meaningful, systemic change. This concept is particularly relevant in digital transformation initiatives, where technology alone is not enough—leaders must align people, processes and mindsets to achieve sustainable success.
To understand the difference between single-loop and double-loop learning, consider how organizations typically react to challenges. Single-loop learning is akin to adjusting a thermostat: It focuses on fixing errors within the existing system without questioning the system itself. For example, if an organization struggles with low productivity, it may introduce performance incentives or efficiency tools to address the issue. However, it does not question whether the way work is structured is fundamentally flawed. Double-loop learning, in contrast, goes deeper. It challenges the core assumptions behind decision-making and strategy. Instead of merely adjusting incentives, double-loop learning might lead leaders to reflect: Why are employees disengaged in the first place? Are our current management practices stifling creativity and innovation? Do we need to rethink our organizational structure to empower teams more effectively?
To illustrate the power of double-loop learning, consider the case of a client company in the business of precision engineering. They embarked on a digital transformation journey to become a “smart factory.” The company invested heavily in IoT sensors, AI-driven predictive maintenance and real-time production analytics. However, despite these technological advancements, the transformation was stagnant due to a lack of adoption from factory workers and middle management.
The company’s vision was clear: a fully digital, highly automated factory where AI and IoT would optimize production processes, minimize downtime and improve efficiency. However, the current reality was vastly different. Employees were resistant to automation, fearing job displacement. Middle managers were skeptical about integrating AI insights into decision-making, and data silos prevented seamless collaboration.
At first, the company responded with single-loop learning strategies, such as providing additional training on AI tools to workers, introducing incentives for embracing automation and mandating the use of new analytics dashboards in production meetings. While these actions helped to some extent, they did not address the underlying mental models that were fueling resistance.
Four months into the effort, the leadership team began to realize that their approach was fundamentally limited. They needed to go beyond surface-level problem-solving and rethink how they framed the transformation. Using double-loop learning, they began asking deeper questions that surfaced prevailing mental models to reexamine the assumptions about workforce dynamics that needed to be addressed for digital adoption to succeed.
This led to a major shift in strategy. Aligning with the concept of creative tension meant that they could move from a reactive orientation to a more generative one. For this precision engineering company, this meant communicating a people-centered vision, empowering employers through structured upskilling and breaking down existing silos.
In real terms, they emphasized how automation would reduce tedious, repetitive tasks, allowing workers to take on higher-value roles. Furthermore, a ground-up, peer-led mentorship program was launched, allowing experienced workers to coach their colleagues on using new technologies. Finally, the leadership established cross-functional teams that included factory workers, engineers and middle managers.
At the heart of this transformation was creative tension: the gap between current reality and the envisioned smart factory. Rather than seeing this gap as a source of frustration, leaders used it to drive engagement and action. One could see that with single-loop learning, the gap between vision and reality led to resistance, frustration and disengagement. After double-loop learning, the same gap became a shared challenge that employees and leadership worked together to solve.
By leveraging creative tension effectively, the company was able to turn resistance into motivation. Instead of enforcing change, they co-created it. Organizational transformation requires more than just solving problems—it demands rethinking the fundamental assumptions behind how work is done.
Leaders looking to apply double-loop learning in their organizations must reframe their mental models to go beyond fixing symptoms and redefine the leadership’s role in leading change, inspiring action connected to vision and fostering a learning organization culture. By integrating double-loop learning into management practice, businesses don’t have to be stuck reacting to change; they can actively position themselves to shape it.
Thomas Lim is the Vice-Dean of Centre for Systems Leadership at SIM Academy. He is an AI+Web3 practitioner & author of Think.Coach.Thrive!
by Thomas Lim | Apr 5, 2025
A major challenge confronting organizations today stems from grappling with the challenge of navigating day-to-day issues while striving to maintain focus on long-term goals. Whether it’s adapting to a post-pandemic reality or undergoing a digital transformation, leaders are frequently faced with balancing the pressing demands of the present with a compelling vision for the future. This is where the creative tension model comes in—a powerful framework for bridging the gap between current reality and desired vision.
The creative tension model, rooted in systems thinking, highlights the natural tension that arises when individuals or organizations confront the difference between where they are and where they want to be. The creative process is driven by the gap between vision and reality. When we imagine what we want to create, we visualize a future that highlights what’s missing in the present. This is often referred to as “structural tension.”
Rather than viewing this tension as a source of stress or conflict, creative tension encourages leaders to use it as a motivating force to drive transformation. By acknowledging the gap between current reality and future aspirations, leaders can harness the tension productively, creating an environment where innovation and growth thrive.
But how does creative tension work in practice? Let’s explore two real-world examples that demonstrate how leaders can manage the tension between their current reality and vision to achieve remarkable results.
1. Post-Pandemic Mental Wellness Initiative
In the first scenario, an organization tasked a leader with designing a mental wellness intervention for employees in the wake of the Covid-19 pandemic. The designated finance leader had little expertise in mental wellness or corporate strategy and was understandably anxious about the assignment. The stakes were high—after all, the mental health of the workforce was at risk, and the leader’s reputation depended on delivering an effective solution. This sense of stressful tension dominated the leader’s current reality: feelings of vulnerability, reluctance to step outside their comfort zone and a desire to find “safe” but unremarkable solutions.
However, by applying the creative tension model, the leader was able to reframe the situation. Instead of focusing on the stress and uncertainty of the present, they shifted their perspective to envision a future where they could make a meaningful impact on their colleagues’ well-being. This desired future reality included a holistic mental wellness program that was employee-centric, supportive and energizing.
The act of recognizing and embracing the tension between the current reality and the vision enabled the leader to move from a place of fear and avoidance to one of creative problem-solving. Instead of cobbling together a subpar solution, they felt empowered to design interventions that aligned with the broader goal of fostering a healthy, rejuvenated workplace. The leader was able to rally support for the intervention design with his refreshed outlook. This is the power of creative tension—when leaders can focus on what they want to create rather than merely reacting to stressors, they unlock new possibilities.
2. IT Intervention In A Digital Transformation Project
In a second scenario, a consulting team was working on a process re-engineering project for a government statutory board. Midway through the engagement, the chief information officer (CIO) requested an additional IT intervention that was outside the project’s initial scope. The consulting team, initially feeling uneasy about this sudden change, faced a dilemma. Their current reality was filled with stress, second-guessing and concerns that this new request might derail their efforts to meet existing project deadlines.
In this case, the stressful tension translated into reactive behaviors, such as preparing justifications and caveats to protect themselves from potential fallout. The team’s response, driven by fear of failure, was to pitch the new idea with hesitation, bracing for challenges and hoping that the CIO’s request would not negatively impact their progress.
However, by using the creative tension model, the team was able to refocus on the desired vision—becoming a trusted advisor to the CIO and a valuable partner in the statutory board’s digital transformation journey. This vision emphasized building trust, demonstrating competence and showcasing their expertise through regular updates and workshops. By holding onto this vision and managing the tension between their current reality and future aspirations, the consulting team transformed their approach from one of reluctance to one of opportunity.
Rather than being bogged down by stress, the team began to see the additional request as a chance to demonstrate their value and deepen their relationship with the client. In the end, their proactive attitude and willingness to embrace the tension led to greater collaboration, openness and trust between the client and consulting teams. Again, creative tension proved to be a catalyst for innovation and strengthened partnerships.
Why Managing Creative Tension Is Critical For Organizational Success
These examples demonstrate that when leaders manage creative tension effectively, they are better equipped to drive meaningful change within their organizations. The model doesn’t eliminate the challenges of the present—rather, it frames those challenges as part of a larger process of growth and transformation. Leaders who harness this tension understand that the gap between current reality and future vision is not a problem to be solved but an opportunity to be seized.
Systems leaders equipped with models like creative tension can help their organizations navigate wicked complexity. By mastering the creative tension model, leaders are better positioned to foster innovation, drive systemic improvements and lead their organizations confidently into the future. When leveraged effectively, it transforms challenges into opportunities and propels teams toward success. In the hands of skilled systems leaders, this model, used in conjunction with other related systems frameworks, can greatly propel organizations in overcoming the most daunting challenges in the workplace.
Thomas Lim is the Vice-Dean of Centre for Systems Leadership at SIM Academy. He is an AI+Web3 practitioner & author of Think.Coach.Thrive!
by Thomas Lim | Mar 5, 2025
At this time of the year, many organizations are drafting their work plans for the year ahead. During this season, numerous change projects are being birthed in service of the grand strategic vision. For each approved initiative, resources are allocated and a project team is formed. While this might work for standalone projects, increasingly, dealing with complex external environments and internal structures means that organizations must adopt a systemic view of the whole.
This means that driving organizational change is more than just the sum of all “change projects.” It requires teams that are adept at navigating complexity, fostering collaboration and sustaining momentum. The concept of systems leadership offers a powerful framework for guiding transformational change, focusing on five key roles: steward, theory builder, designer, coach and teacher. Each role embodies essential capabilities that, when combined, create a robust transformation team capable of leading change with agility and purpose.
1. Steward: Building Confidence By Leading From The Emerging Future
The role of the steward in systems leadership is about grounding the organization in its core purpose and values while steering it toward future possibilities. A steward is not just a custodian of the status quo; they are visionary leaders who align the organization’s long-term goals with its foundational principles. By embodying the organization’s mission and values, stewards build trust and confidence within the team, fostering a sense of collective responsibility and commitment.
In the context of organisational change, stewards play a critical role in maintaining alignment between the transformation efforts and the organization’s overarching goals. They ensure that every strategic initiative or pivot aligns with the core values, thereby safeguarding the organization’s integrity even as it evolves. For the transformation team, having a steward means there is always someone who can articulate why the change is necessary and what need the change is addressing—anchoring the team’s efforts in a broader purpose that motivates and inspires.
2. Theory Builder: Building Consensus By Concretising Theories
The theory builder’s role is to develop the conceptual frameworks that explain why things happen the way they do within the organization. This involves formulating hypotheses, testing them and refining them based on observed outcomes. A theory builder is crucial for organizational change because they provide the intellectual rigor needed to create the theories of success based on causal loop diagramming.
In a transformation team, the theory builder helps build consensus by grounding discussions in well-developed hypotheses that can be tested and validated with evidence. This role is essential for ensuring that change initiatives are not based on whims or untested ideas but are instead rooted in a deep understanding of organizational dynamics. By doing so, theory builders enable the team to make informed decisions that are more likely to lead to successful outcomes.
3. Designer: Building Culture By Being A Change Agent
The designer steps out of the day-to-day operations to take a systemic view of the organization. Their focus is on working on the system rather than just reacting to crises or solving immediate problems. The designer’s role is about creating a culture of continuous improvement and innovation by creating, modifying or eliminating systemic structures to better align with the organization’s strategic objectives.
For the transformation team, the designer is the architect of change. They envision the future state of the organization and design the pathways to get there. By taking a holistic view, the designer ensures that the change is sustainable and scalable, addressing not just the symptoms but the root causes of organizational challenges. The presence of a designer in the team fosters a culture of proactive problem-solving and innovation, which is critical for driving long-term success.
4. Coach: Building Capacity By Increasing Competence
The role of the coach is to unleash and awaken the talent, capabilities and passions within the team. Coaches focus on developing the individual and collective strengths of the team members, enabling them to contribute more effectively to the transformation efforts. A coach taps into the resources that are already within the leader and the team, fostering an environment of continuous learning and development.
In organizational change, the coach is essential for building the capacity needed to sustain transformation. By focusing on skill development and empowerment, using systemic coaching frameworks such as the PEARLS model, the coach ensures that the team is not just following directives but is actively engaged in shaping the change process. This role is particularly important in building resilience within the team, enabling them to adapt and thrive in the face of challenges.
5. Teacher: Building Commitment By Role Modeling
The teacher’s role is to lead by example, demonstrating the behaviors and attitudes that are necessary for successful change. Through both actions and words, teachers model the way forward, instructing team members in a manner that furthers their development. The teacher helps build commitment within the team by showing that they are not just talking about change but are actively living it.
For the transformation team, having a teacher means there is a clear standard of excellence to aspire to. Teachers inspire commitment by embodying the principles and practices they teach, making it easier for the team to align their actions with the desired outcomes. This role is crucial for maintaining momentum in the change process, as it reinforces the behaviors that lead to success.
Conclusion: A Holistic Systems Leadership Approach To Drive Change
While each of these roles—steward, theory builder, designer, coach and teacher—brings unique strengths to the table, the true power of systems leadership lies in the integration of these roles within a transformation team. Not every member needs to excel in all five areas, but a well-rounded team where these competencies are collectively present is essential for navigating the complexities of organizational change.
Together, these roles create a dynamic and resilient transformation team that is equipped to lead organizational change in a way that is strategic, systemic and sustainable so that organizations not only cope with change but drive the transformation to thrive in the face of uncertainty and complexity.
Thomas Lim is the Vice-Dean of Centre for Systems Leadership at SIM Academy. He is an AI+Web3 practitioner & author of Think.Coach.Thrive!
