Jacqueline Conway

Dr Jacqueline Conway...

INTRODUCING
Jacqueline Conway2020-11-25T17:13:14+00:00
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Executive Teams operate in an environment of disruptive change and relentless complexity. Jacqueline helps them navigate this.

Jacqueline Conway has dedicated her professional life to working with Executive Teams to transform their impact and effectiveness.

She is the Founding Director of Waldencroft, which she set up in 2015 with a group of highly skilled associate consultants who share her passion and her vision.

Read Jacqueline’s full biography below…

Strategic Foresight

Jacqueline helps her clients develop strategic foresight, manage non-linear risk and navigate complexity.

Described as an insightful and highly effective consultant, Jacqueline supports executive decision-makers as they grapple with future-focused strategy, problem-solving and policy-making. She leads on company and sector-wide strategic foresight, futures and scenarios work and designs and implements effective systemic change projects.

Jacqueline works with clients in three ways. On a project basis on strategic foresight and futures work; in coaching executive teams; and in developing executive leaders in complexity and futures methods.

Executive Team Coaching

Jacqueline is a highly experienced executive team coach, having worked globally with some of the world’s most respected organisations. She is the creator of the renowned Integrative Framework of Team Effectiveness, which has been used globally to help transform the impact and effectiveness of dozens of executive teams.

Her experience is underpinned by solid training, ongoing professional development and supervision. She has a PhD in executive team functioning from the Adam Smith Business School, she trained as a coach at the Tavistock Institute, is a certified systemic team coach.

Jacqueline also does 1:1 executive coaching with CEOs.

  • Coached the group-level executive team of a global transportation business as they developed a new vision and strategy.
  • Coached a University executive team as they developed a new team purpose and changed their structure and composition to better align to a new strategy.
  • Team coaching to support an Oil & Gas leadership team as they underwent downsizing and restructuring.
  • Supported the executive team of an infrastructure organisation to improve trust and affiliation within the team to improve their collective leadership capability.
  • Succession Coaching for a Director moving to an in-company CEO role of a premium German car producer to broaden their leadership vision and thinking.
  • Coached the CEO of an Oil & Gas organisation become a more effective leader of their executive team during a period of rapid growth.
  • Team-coaching assignment in a global financial services organisation to improve team effectiveness whilst implementing a new customer-focussed strategy.
  • Coached a senior executive as they made the transition to Chief Commercial Officer, including the creation and implementation of a year-long development plan.
  • Coached a newly appointed Group CEO of a logistics organisation during the transition from single-company CEO to the Group CEO of a global enterprise.
  • Coached a Professorial Head of Faculty in a prestigious university helping them make the shift towards a more strategic outlook appropriate for their position.
  • Coaching assignment with a Director in a professional services organisation to build resilience and self-confidence during a period of disruptive change.

Client sectors

  • Technology

  • Aviation

  • Logistics

  • Energy

  • Higher Education

  • Infrastructure

  • Oil & Gas

  • Manufacturing

  • Property

  • Shipping

  • Financial Services

  • Government

  • Automotive

Press and conference

Jacqueline speaks at commercial and not-for-profit events and conferences on strategic foresight and executive effectiveness. She is often asked for comment in the media.

Publishing

Perfectly Solving the Wrong Problems will be published next year. It is a non-technical exploration of the mindset and worldview required by leaders as they grapple with complex problems.

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Personal

Outside of work, Jacqueline describes herself as a veracious reader, fair-weather cyclist and gardener of average ability. She lives at the foot of a Scottish valley, in the clearing of an ancient wood. She is married and has two teenage children.

Contact

Jacqueline writes a bi-weekly thought piece for CEOs and leaders on the related areas of leading in strategic foresight, complexity, and organisational functioning.

If you would like to receive these, sign up below. If you’d like to speak with Jacqueline about any of the above, please just get in touch.

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Jacqueline Conway on Twitter…

It might not be external factors the present the greatest threat to us this year - but our own poverty of imagination.

The imagination to anticipate a wildly different future, but one that’s alive with possibility.

https://waldencroft.com/poverty-of-imagination-the-biggest-executive-threat-in-2021/

In this article for @IncMagazine Roger Spitz & @LidiaZuin explain how in a VUCA (volatile, uncertain, complex, ambiguous world) success comes from forming an anticipatory, antifragile and agile mindset enhanced by science fiction. https://bit.ly/3hMlsWN

SCOTLAND LOCKDOWN:
🕛From Midnight tonight
🛑Stay at Home order by law
👭Only 2️⃣ people from up to 2️⃣ households can meet outdoors (not inc. under 12s)
📚Schools and nurseries closed until Feb 1
🙏Places of worship to close
🚫Travel restrictions remain

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