Clarity for leaders
in times of change
The return on any investment comes from a handful of people doing something they haven't done before.
We work with those people.
We work with leaders when their job changes: through a promotion, a transformation of their organisation, or a mandate to implement artificial intelligence.
Returns on AI depend on the people who have to make it work.
AI investments stall because the people stall. Leadership teams have defined ambitions but not the exact priorities. Managers are unclear how they are expected to lead differently. The working level has not understood what AI means for their job or how safe their job still is. None of the return arrives until those topics are addressed.
AI adoption → Leadership transitions
Giving a promotion is easy. Taking one is hard.
A promotion is an investment that arrives with terms nobody wrote down. Which sponsors have to be earned, and what loses them. Which peers have to become allies. And that people who were your equals a month ago now read everything you do differently.
Leadership transitions →of CEOs say AI has delivered no significant financial benefit to date. The investment has been made. What has not changed is how the work is actually done — and that is not bought, it is led.
Where senior executives present a united front, frontline leaders are 2.4 times more likely to be enthusiastic about AI. Where senior leaders have built trust, they are 2.8 times less likely to meet resistance to it.
of executive transitions are regarded as failures or disappointments two years on. Of the transitions that fail, 68 percent do so on politics, culture and people rather than on strategy or capability.
Reading the room you are in and holding your footing are one and the same job.
Most support for a leader under pressure does one of two things: it either helps them understand their situation, i.e. the politics, the sponsors, the people whose cooperation they need. Or it helps them find their personal grounding. But orientation without grounding produces someone who can describe their problems with real precision, but is still overwhelmed by them. And grounding without orientation produces someone calm, but who is reading the situation wrong, or who is not understanding the strategy.
We treat these as one job, because for leaders they are one job, too: theirs.
Luminum partners are extremely experienced coaches and advisors, united by a common set of beliefs and methodologies. We work at the intersection between senior executive coaching and strategy consulting to make change actually happen. Every mandate is personally run by one or several Luminum partners.
Before and alongside LUMINUM, our partners have coached and advised leaders at ABB, Amcor, BCG, BMW, Bosch, Google, Holcim, Migros, Nestlé, Shell, Swiss Life and UNHCR.
The partners →