Abstract for: Upskilling CEOs for Systemic Leadership: A Practitioner Perspective

Organizations operate in environments marked by increasing complexity, interdependence, and rapid change. Yet many strategic decisions rely on analytical tools that provide largely static representations of organizational performance. Boardroom discussions center on charts, projections, and presentations describing current conditions or desired future states, while the dynamic pathways connecting the two receive far less attention. A critical review of how/why SD can enhance the Boards, CEOs, and Top Teams in their Policy Design and Strategy Development initiatives. Two masked case studies will also be used as illustrations. The Leadership Capability Gap. Executive learning can be viewed as the integration of knowledge, attitudes, and skills. Knowledge about management is widely accessible, yet it does not automatically translate into better decisions. Addressing this gap requires practical and accessible approaches. CEOs need to develop awareness of systemic methods and their relevance to policy design and strategy. Two case studies will illustrate the successful uses of SD at the top tier of organizations.