Systemic Digital Leadership
The Challenges

Leaders and leadership teams hold the keys to successful change. We look at the organisation's systemic and complex challenges during the initial system entry. We gauge the familiarity of the leadership team is with those concepts.  

 Based on our assessment, we would recommend deploying: 

  • Systemic leadership coaching of the leadership team

  • Training/education to systemic and complexity concepts

  • Education points and use of complex facilitation techniques in workshops

  • Specific focus and reflection in the 1-to-1 coaching​


Systemic Leadership considerations:

  • Navigating the dysfunctions of teams

  • Being intentional about psychological safety

  • Rank & privileges awareness

  • Identifying and establishing the relationship system 

  • Recognising people & team edges

  • Working with the emergent nature of human systems

  • Mastering the levels of reality

  • Creating positivity and intentionality

  • Organising collaboration


Complexity leadership considerations: 

  • Complexity theory with Cynefin

  • Unlearning biases and discovering complexity

  • Creating landscape awareness

  • Organising and operating in ambiguity

  • Supporting teams' autonomy and emergent thinking

  • Using complex facilitation for divergent/emergent/convergent cycles

  • Distributing strategy & leadership while holding systemic coherence

  • Complexity and agility, strategy and operational excellence

Coaching & training modules

​Systemic Digital Leadership programmes would deploy a mix of the following Coaching and Training modules: 

  • 1-to-1 leadership coaching

  • Individual assessments (Lumina Learning), systemic team / alignment assessments (Mirror Mirror, Agendashift), and mass system scans (SenseMaker)

  • Leadership-team systemic coaching

  • Training journey: Systemic Leadership

  • Training journey: Leadership in Ambiguity

  • Workshop co-creation, facilitation, observations / feedback cycles (virtual or on-site)

  • Aligned leadership teams

  • Work system engagement

  • Autonomy and collaboration
  • Clarity of intent
  • Organisational effectiveness

  • Talent retention & attraction

  • Adaptive and resilient work systems

  • Stimulated innovation & excellence

Client stories

Tier 1 Investment Bank - Reorganisation to Value Streams


A large bank was going through merging two Business Units and chose to redesign their work system. Henko helped them pivot their organisation to Value Streams and Functions.  

We facilitated the design of the organisation and the operating model, influencing a new perspective. 


The focus was to enable the operational teams to make the right decisions and organise the system. 


It called on prioritising Relationships towards outcomes, which shaped the collaboration. We then engaged with the teams to coach the standing of the Value Stream leadership teams and the relationships between the system's different entities.  

Technology Startup: Handling the response to the pandemic


At the beginning of the pandemic, a start-up was concerned about maintaining the momentum. But slowing down was not a viable option. 


Given the situation's uncertainty, we offered a sounding board to put in practice Complexity Thinking and agility. They looked to consolidate on the existing clients and experiment on new offerings, testing the market and getting closer to their ecosystem for feedback.


The new product progressed in a modular fashion, in tune with their market. The business has not only survived through the pandemic but has managed to grow and continue to develop their products.

Digital Leadership Programme

In larger organisations, the work system has not yet fully optimised to the Digital dynamics. Digital and Agile transformations upset this established set-up and face substantial systemic hurdles, that only the leadership can fix. 

Digital is about "Knowledge Work" and needs to engage the people's brains, not merely line them up to execute what has been decided. Leading ​work systems to engage the knowledge workers requires recalibrating the leadership techniques.

Leadership has long been valued on driving certainty. It is proving challenging in a fast-changing landscape with many unknowns. Leadership teams need to learn how to be comfortable in ambiguity and exploit uncertainty as an advantage for agility.