Matt Arnold

Strategist, educator, and sensemaker for teams navigating complexity.

Collaborative Sensemaking: Agreement is Not Alignment

Learn why teams can leave a meeting feeling aligned yet execute different versions of the same decision.

Spot False Alignment Before Teams Drift

Use the Collaborative OS to identify which outcome is dominating team behavior and what may be getting sacrificed.

Diagnose Team Drift Using a Simple Framework

Leave with a simple tool for identifying false alignment and strengthening shared understanding on your team.

Take Away a Practical Alignment Diagnostic

Leadership teams perform best when they develop shared understanding before taking action.

CEO, Board Advisor, and Creator of MtL

Unison

Oracle

Compusult Limited

SAIC

Peter DiGiammarino

Professional CEO, Executive Director, and Creator of Manage to Lead (MtL).

MtL Course Designer and Co-Instructor

Stanford University

Genentech

UC San Francisco

Kaiser Permanente

Joyce Reynolds Ph.D.

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Cohort 18

<h3>Your organization becomes the case</h3>Manage to Lead is a learn-by-doing leadership discipline. Over ten weeks, your leadership team develops a shared understanding of what it seeks to accomplish, what it provides, what must change, and the few initiatives that matter most.<h3>How you'll work</h3>Between live sessions, your team develops its work in the IntelliVen Leadership Workspace. Beginning with the Mandate and WHAT-WHO-WHY, you'll build an Enterprise Change Framework, develop your highest-priority Initiatives, and turn them into Initiative Change Frameworks, Initiative to Action (I2A) plans, and governable implementation plans.<h3>IVOA works alongside the team</h3>Throughout the program, IVOA helps the team assess and suggest improvements, compare perspectives, consolidate ideas, infer from existing work, and continuously strengthen its thinking as the team's body of work grows.<h3>The outcome</h3>A leadership team that plans, operates, and governs as one.

Learn Manage to Lead by doing. Plan, operate, and govern as one.

Develop your Mandate, WHAT-WHO-WHY, and Enterprise Change Framework

Develop shared understanding

Map, manage, and mature your core processes

Measure what matters most

Turn strategy into governable execution

An organization.
Its leader.
The leader’s team.

To maximize your experience, bring:

Clarify or define an important initiative. 
Accelerate growth and improve performance. 
Engage openly and actively for meaningful impact

Come prepared to:

Professionally financed management teams driving to complete value creation initiatives.

Organization, unit, and function leaders driving change initiatives to grow faster and perform better.

Owner-Operators who are ready to transition but whose organizations are not transition ready.

You will shift from managing coordination problems reactively to designing clear, fast decision-making across teams.

Coordination & Org Design Consultant

Siemens

Volkswagen

BD Rowa

SumUp

HelloFresh

Simon Sablowski

Helping organisations improve decision-making and cross-team flow

Certified Coach & Trainer

Ericsson

Swedbank

Tetra Pak

Wärtsilä

Danfoss

Giuseppe De Simone

Helping managers improve clarity, collaboration and leadership

Cohort November 2026

Most organisations are facing a new reality: AI accelerates delivery at the individual level, but the underlying operating model was not designed for this kind of speed.As output increases, so does friction. More work requires more alignment, integration, and cross-team decisions. The result is overload: decision fatigue, dependency bottlenecks, and misalignment that slows delivery.In this environment, the constraint is no longer individual productivity, but how work moves across people and teams. Communication, collaboration, and decision-making struggle to keep up with accelerating execution.This course explores how organisations need to adapt. You will learn how to identify sources of friction, understand where breakdowns emerge between teams and stakeholders, and strengthen communication, collaboration, and decision-making without adding unnecessary process.You will work with practical approaches to strengthen cross-team collaboration, improve how decisions are made and shared, and build alignment practices that hold under pressure.The goal is simple: make sure your operating model supports AI-enabled speed instead of constraining it.

Improve communication, alignment, and decision-making for AI-enabled speed.

Have the conversations your team keeps avoiding

Stop the endless alignment loops slowing your team down

Fix the team structure that's creating more work than it solves

Keep your stakeholders aligned without it becoming a second job

Test your thinking against people doing the same work

Engineering managers and team leads navigating cross-team friction as AI accelerates their teams' output

CTOs and VPs of Engineering whose teams ship faster individually but slower collectively as AI adoption grows

Transformation leads helping their organisations adapt their operating model to AI-driven delivery speed

Align leaders around capabilities to produce desired outcomes and adapt projects and outcomes to changing conditions.

Orchestrator of enterprise performance 

Amber Román

Coach to enterprises on growth, team performance & capability development

Innovator & strategy to results guide

Jim Dowling

Enterprise performance coach and methodology innovator

Strategy-to-Results innovator

Rich Lynch

Business performance methodology innovator

Align projects to realize vision by closing capability gaps … and how  AI can help.

Cohort 1

Cohort 2

Exceptional project leaders understand a critical truth: projects don't exist in a vacuum. They thrive when deeply aligned with the organization's operational capabilities and strategic objectives. This isn't just about delivering outputs; it's about understanding the tangible and intangible outcomes your projects are intended to achieve and becoming a true strategic business partner.Imagine having a clearer understanding of the fundamental building blocks of your organization: Communicate more effectively with stakeholders across all levels, using a shared language of business value.Make more informed project decisions, prioritizing initiatives that directly contribute to desired goals.Pivot quickly and confidently when faced with changing market dynamics or organizational needs.Manage project resources more effectively, ensuring they're focused on activities that drive the most significant impact. We'll equip you with actionable strategies to connect the dots between your organization's essential capabilities and your projects. You'll learn how to ask the right questions to uncover these critical links and ensure your work is always aligned with the bigger picture.

Outcomes-Driven Project Leadership

Gain a powerful new strategic lens

Become a more influential communicator

Faster decision-making

Effective resource management

Project Managers who recognize that projects don't exist in isolation and are interested in addressing the bigger picture.

Business Analysts who have a project focus and are interested in bridging the gap between business needs and project execution.

Leaders at all levels who provide the necessary resources, guidance, and support to enable project teams to achieve their objectives.

Build on your product skills to excel at team-building, improving performance, seeing what others are missing and enabling impactful change.

Excellence & Impact for Product Leaders

Sascha Brossmann

Fractional CPO · Executive Advisor · Community Builder

Research is clear: <a target="_blank" rel="noopener noreferrer nofollow" href="https://hbr.org/2009/05/why-teams-dont-work">most teams underperform</a>. To make it worse, many organisations struggle to define how their employees will be successful at teamwork. People are complex – they require work to make the work work. :)This can be hard even for seasoned leaders. As a rookie manager, the challenge becomes even more daunting: suddenly you're facing entirely new problems that require equally new skills. It often feels like assembling your parachute while already falling.It does not have to be that way.I've been that manager. Muddling through, failures along the way. Until something clicked:As product people we habitually point all our skills outward, at users. Our organisations and the people we work with remain a blind spot.This changes fundamentally when we reframe what we already know.People Discovery turns our skills inward: to understand the people we work with, surface needs and capabilities, and convert that into trust, cohesion, and visibly better work. A win/win for people and performance.With that we can approach our teams and organisations like a product: human-centric, outcome-focused, agile, strategic, intentionally designed.It profoundly changes the game. Like to see how?

Turn your product skills inwards to become a high-impact leader

The unlock: Reframe your product skills for management and leadership

The backbone: Build situational awareness with people and business discovery

The heart muscle: Turn insights into effective team agreements that stick

Benefit from people discovery across the team lifecycle

Diagnose and fix performance and culture issues

The growth hormone: Leverage product skills beyond leading teams

You have senior work experience in a product-related role. You're confident with your skills so that you can start building on them.

Senior product-related experience

Both a team you're leading or one of equal peers (e.g. exec team) works. No team? We will also use roleplay and an AI team for course work.

Ideally: you have a team to get right into practice

New managers coming from a product, design, tech, or related role who want to hit the ground running.

Experienced managers looking for new ways to improve both team performance and talent attrition.

Senior leaders discontent with the status quo who want to align human flourishing with business impact.

Agentic AI

Coding with AI

AI Workflows

Claude Code

OpenClaw

Vibe Coding

AI Evals

AI Transformation

RAG & Search

AI for PMs

AI for Engineers

AI for Designers

AI for Marketers

AI for Founders

Product Sense

Product Discovery

User Research

Prototyping

Growth

Analytics

Tech Foundations

Strategy

Influence

Leadership

Career Growth

Machine Learning

LLM Ops

Context Eng

Security

System Design

Figma

Design Systems

Visual Design

Design Strategy

Automation

Content Marketing

Demand Gen

Go-to-Market

Product Marketing

Positioning

Social Media

Brand

B2B Marketing

SEO & AEO

AI for Leaders

AI Governance

Communication

Management

People Operations

Exec Presence

Storytelling

Goal-setting

Personal Brand

Fundraising

Everyone

Operators

Data Scientists

Business Analysts

User Researchers

Customer Success

Project Managers

HR Professionals

Sales People

Lawyers

Finance

Investors

Real Estate

Educators

Creators

Sensemaker Summer School with the Sensemakers Club

Introduction and Speaker Background

Session Agenda and Wayfinding

Icebreaker: How Are You Showing Up?

The Core Problem: VUCA, BANI, and Brittle Systems

The Collapse of Ambient Coherence

Agreement vs. Alignment

Scenario Exercise: Customer Experience Priority

False Consensus and the Rashomon Effect

Collaborative Sense-Making and Operating System

Four Outcomes and Scaling Coordination Dynamics

Navigating the Six Coordination Tensions

Characteristics of Good Groups and Anti-Fragility

The Monday Morning Test Application

The Meaning Problem and Building Adaptive Capacity

Q&A: Applying the Test Without Formal Authority

Q&A: Rethinking the Word "Productivity"

Q&A: Tensions vs. Trade-Offs

Q&A: Navigating Power Dynamics in Teams

Q&A: The Opposite of Collaborative Sense-Making

Q&A: Clarifying the Hard Parts and Conclusion

Executives and senior leaders who set strategy, lead teams, and drive organizational outcomes.

Project managers who organize and oversee execution of initiatives, timelines, and cross-functional delivery.

Executive communication — presenting to boards, writing memos, running all-hands, and high-stakes messaging.

Collaborative Sensemaking: Agreement is Not Alignment

What you'll learn

Why this topic matters

You'll learn from

Matt Arnold