Development of Transformational Leadership in the Organisation

1. The Navigator Institute
Our Mission is to bring all aspects of an organization into
alignment, for noble purpose and business results.
The Navigator Institute identifies, trains, and develops the
natural "change-makers" in any organization. These people form
effective core planning and implementation groups, and become the
"right people" to create cultural change and successful projects.
“I thought you would appreciate some great feedback. You may recall our target of £100m in
profit in three years, and you may even remember how some of the Team thought I was on
drugs and this was mission impossible! Well, the good news is I am pleased to say we hit it a
year earlier than expected, which is fantastic news, and I would like to thank you for your
positive contribution and involvement in achieving this.”
from the Chief Executive of an International Communications and Mobile Phone Company

2. TEN SUCCESS STORIES
1. Over 13 months, the Enterprise Technology division of a Global IT company
reduced 1500 disparate products across five countries into one coherent
product, with great harmony in the face of a corporate culture that had been
divisive and segmented.
2. The Canadian Division of a global food manufacturer saved 28 million dollars
in eight months, and prevented the closing of several plants, despite their
high cost of production in an underutilized manufacturing system.
3. A British global consumer goods plant doubled machine efficiencies, thought
to be impossible, and created a culture in which nearly everyone was
enthusiastic.
4. Two international shipping lines merged with savings of approximately 18
million dollars from combining sales forces and customer services, making
use of one computer system, and combining ship management under one
directorate.
5. A Canadian national building products company integrated several faltering
companies into one, with a positive culture and profitable operations in less
than three years.
6. A top UK diesel engine maker created a committed and bold business plan in
a new US Division, in only three weeks. Typical time for such an
accomplishment between similar company groups was eight months.
7. A US-UK car manufacturer dramatically improved quality ratings on a very
successful vehicle in a four-week period, while still meeting its schedule for
introduction into a new market.
8. An automotive engineering organization reported a 20% improvement in
revenues and a dramatic improvement in their efficiency of utilizing test
beds. Their previous best was a 5% growth rate.
9. A US Air Force Base, over six months, reorganized a 20,000-person human
resource system with previously unheard-of grass roots support.
10. During a six-month program of training and coaching, a group of sales
consultants in the wireless communications industry brought about an extra
17 million dollars in sales, created an extraordinarily effective team culture,
and reported surprising personal and professional growth.

3. Navigating From the Future:
Leadership for Sustainable Transformation
A 3-day Program
Why now?
We now face such complex opportunities that we must often
transform the way we actually see the world to address them well.
The Program
Leadership for Sustainable Transformation tells the truth about
what it takes to make transformation happen and to sustain it
over time. The program empowers people to become personally
responsible for transformational change.
Who should attend?
Individuals and teams from any level of an organization or project,
determined to become leaders in service to an important cause.
Skills addressed in this program:
 Managing six dialogues that will help your organization become more innovative,
produce extraordinary results, and operate socially responsibly.
 Recognizing missing essential energies, and bringing those energies into focus
so that teams can prevail.
 Identifying and empowering people willing to be responsible for the most
important outcomes.
 Inventing, igniting, and sustaining breakthrough innovation in your organization.
 Seeing the missing links in prior efforts to change and introducing innovative
interventions to bridge those gaps.
 Discovering the edge and how to step beyond it, in your own development and
in your organization’s capacity to cooperate, collaborate and transform.
 Becoming able to design breakthroughs in Performance, Cooperation, and
Personal Freedom.
 Coming to grips with what fundamentally troubles you and building a bridge
back from a possible, chosen future to the present opportunities.

4. Navigating From the Future:
Leadership for Sustainable Transformation
AGENDA / TOPICS
 What is Navigating from the Future?
 Organizations with the most energy prevail
 The ‘Lecture on heaven’ versus ‘Heaven’
 Inside the box
 Beyond gridlock
 Transformational Leadership
 Breakthrough Innovation
 Outside the box
 Re-wiring the brain
 From Impossible to Possibility
 The Navigator Code
 The Merlin Factor: Thinking From the Future
 Dialogue for Noble Purpose
 Responsibility for the big picture
 Commitment-based problem solving
 Committed Goals

5. The Navigator Institute Faculty
- “Stage Three Leadership: From Good Ideas
to Unified Action”, Beyond Earth: The
Future of Humans in Space, Apogee
Press, 2006.
- “The Merlin Factor: Leadership and Strategic
Intent”, London Business School
Strategy Review, Vol. 5 (1), 1994.
Charles E. Smith, Ph.D. - “Kings Counsel”, London Business School
Strategy Review, Vol. 3, 2007.
Professional History: - Contributor to multiple newsletters, blogs,
Consultant & Independent Training corporate publications and websites.
Company Owner since 1969.
Multi-National Clients: DTE Energy, Procter
& Gamble, Perkins Engines, Rover Cars,
Ernst & Young, AT Kearney, Cunard
Ellerman, Campbell’s Soup, Damovo.
Government Clients: National Aerospace Plane
Program, US Air Force, UK Ministry of
Defense, US Environmental Protection
Agency, US Department of Commerce.
Academic Positions: Visiting Associate
Ferdinand D’Souza
Professor - George Williams University,
& Cranfield College Business Case
Ferdi D’Souza is internationally
Development.
recognized as a master course leader in
Not-for-Profit Boards:
transformational education, training and
- Foundation for Mid-East Communication
development.
- Aerospace Technology Working Group
He works with public, corporate, and
- National Peace Academy Foundation
institutional audiences in both English and
- Middle Road Foundation
Hindi, and is known for inspirational
- President: Harvard Club of New Mexico
leadership in the USA, Canada, Europe, New
Zealand, Australia, India, Dubai, Bangladesh
Education
and Afghanistan.
- A.B., Harvard College
Ferdi has effectively managed complex
- M.B.A., Harvard Business School
projects from concept to delivery, and has a
- Ph.D., Case Western Reserve University,
reputation for practically applying leading edge
Organizational Behavior
methodologies to real issues facing individuals,
- Certificate, Gestalt Methods, Gestalt Institute
groups and organizations.
of Cleveland
He trains and coaches effective leadership
and communication skills and personal
Publications:
development for individuals, business
- Navigating From the Future: a Primer for
professionals and community heads.
Sustainable Transformation, Kairos
He coached and developed senior trainers,
Productions & CreateSpace Publishing, ‘09.
sales and production managers in a large and
- The Merlin Factor: Keys to the Corporate
reputed international training and development
Kingdom, Kairos Productions, US &
organization, building three large international
Gower Publishing, UK, 1995.
operations centers across India from scratch.