This article is originally published on Forbes on 2 Oct 2025 [Link to original article]
At this time of the year, many organisations 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 organisations must adopt a systemic view of the whole.
This means that driving organisational 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 organisation 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 organisation’s long-term goals with its foundational principles. By embodying the organisation’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 organisation’s overarching goals. They ensure that every strategic initiative or pivot aligns with the core values, thereby safeguarding the organisation’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 organisation. This involves formulating hypotheses, testing them and refining them based on observed outcomes. A theory builder is crucial for organisational 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 organisational 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 organisation. 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 organisation’s strategic objectives.
For the transformation team, the designer is the architect of change. They envision the future state of the organisation 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 organisational 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 organisational 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 behaviours 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 behaviours 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 organisational change.
Together, these roles create a dynamic and resilient transformation team that is equipped to lead organisational change in a way that is strategic, systemic and sustainable so that organisations not only cope with change but drive the transformation to thrive in the face of uncertainty and complexity.