Actuate

24/08/2026

"The great enemy of communication is the illusion of it."

All successful transformations index highly on the "3Cs" - Clarity, Commitment and Capability.

Watch Kevin Liebenberg chatting about why clarity is one of the most important factors in change on the link below:

https://www.linkedin.com/posts/kevin-liebenberg-54144720_strategicchangemarketing-humanisingtransformation-activity-7495787500842614784-OI-x?utm_source=share&utm_medium=member_desktop&rcm=ACoAAALwu4YBSPehCjNgF3qYKmbJ_H8RkfC1sSw

"The great enemy of communication is the illusion of it." All successful transformations index highly on the "3Cs" - Clarity, Commitment and Capability. Usually the easiest component to improve in a large system setting is CLARITY, but too often "we've communicated" ends up to mean very little. With...

24/08/2026

"All models are wrong, but some of them are useful"

The 3Cs Model developed by the European Learning Alliance and introduced to me by my smart colleague Leon Boyd Swartz is a great way to help your organisation make sense of your transformation, change and strategy ex*****on efforts.

Watch Kevin Liebenberg chat about the 3Cs model on the link below:

https://www.linkedin.com/posts/kevin-liebenberg-54144720_humanisingtransformation-strategicchangemarketing-activity-7493193080569999360-e9vy?utm_source=share&utm_medium=member_desktop&rcm=ACoAAALwu4YBSPehCjNgF3qYKmbJ_H8RkfC1sSw

"All models are wrong, but some of them are useful" The 3Cs Model developed by the European Learning Alliance and introduced to me by my smart colleague Leon Boyd Swartz is a great way to help your organisation make sense of your transformation, change and strategy ex*****on efforts. The model maps:...

16/04/2026

Shift from CEO, COO or CHRO to CRO

By far the biggest challenge in any complex organisational transformation is how few people really understand WHY the change is so urgently required. In every process we run, it's astonishing how even though people might understand the what and how, when pushed for the real strategic rationale for the shift, things get vague. Different perspectives are offered - even contradictory ones. Even at a senior leadership level.

That's why it's so important to build your before you build your transformation plan. When you have a compelling that contains the irresistible combo of then your leadership role is relatively simple - be the

The best leaders don't leave this to chance.

Ex*****on follows the story people believe.

And a bad story, built only on logic, quickly becomes a
constraint that can’t be fixed later.

16/04/2026

"I fired the CEO and got a new one." Wise words from a CEO who was sharing his lessons of an uncomfortable personal and organisational transformation.

We support CEOs and execs in navigating their complex organisational transformations. Frustratingly, there is often a huge blind spot or denial that these very leaders are the ones who have to transform first, before we 'get the organisation to transform'.

Because organisations don't transform, people do. The people whose transformations will have the outsized impact on the rest of their people, will be the system leader and the executive group. If you choose to avoid this emotional labour and discomfort, everything else you do from there will be significantly less effective.

It's simple, but it's hard, and this is where leadership courage and honesty come in.

The CEO I mentioned above was talking about himself.