We help leaders, teams and organisations build the capacity to perform, adapt and grow in complexity — by designing development around the challenges they are actually trying to solve.
Real work. Deliberate stretch. Better conditions for performance.
People rarely grow because they have been given another model. They grow when consequential work stretches how they think, relate, decide and act — and when there is enough challenge, support and reflection to learn from the experience.
The performance challenge and organisational context should shape the development — not the other way round.
Purpose, relationships, roles, authority and ways of working create the environment in which better behaviour becomes possible.
Skills matter. So does the capacity to hold complexity, competing perspectives and uncertainty without retreating to easy answers.
Insight matters when it becomes experiment, reflection, adaptation and better performance in the work itself.
Developing leaders for greater scope, complexity and enterprise responsibility.
Includes: enterprise leadership, transitions, purpose and vertical growth, adaptive change.
Helping leadership teams and cross-boundary teams become more capable of doing the work that matters.
Includes: team design, collective performance, trust and challenge, stakeholder relationships.
Building learning systems and Communities of Practice that turn distributed experience into organisational capability.
Includes: Communities of Practice, learning in the flow of work, social learning, organisational capability.
We work from what this leader, this team and this organisation need to become capable of, here and now.
Diagnose the challenge, stakeholder system and conditions surrounding performance.
Create the experience around the work, context and people who need to make change happen.
Put new practices to work in consequential situations, not just in the classroom.
Use dialogue, coaching and reflection to turn experience into insight and adaptation.
Examples of MJA’s work across leadership development, organisational learning, teams and transformation.
Preparing for the transition to enterprise leadership
Developing a global pool of future leaders
Measuring the value created by global Communities of Practice
Using the Enterprise Action Lab to develop growth leaders
Creating a team of teams for Organisation Transformation
Preparing next generation talent to lead digital transformation
Engaging the Senior Leadership team in Cultural transformation
Our practice is shaped by research, experience and continued inquiry into how people learn, lead and perform together.
Why designing the conditions around performance matters more than prescribing an ideal set of team behaviours.
Read articleWhy communities often stall after early success, and what helps them become part of organisational learning infrastructure.
Read articleHow adaptive, collaborative and vertical development can prepare leaders for greater organisational complexity.
Read articleFor more than three decades, Mark Jenner’s work has explored what enables people to do extraordinary work together. MJA brings that thinking into leadership development, team effectiveness and organisational learning — combining research, design and facilitation with deep experience of working inside complex organisations.
“Mark’s design approach; the questioning he drives; and his facilitative approach to bring together all stakeholders … were key in moving the programme forward.”
Senior Manager, Group Talent, Prudential Plc
We’d be interested to hear what you are trying to make possible.