Dr Mike Carter

Chief Scientific Officer

Mike Carter is the Chief Scientific Officer at Tensense and has extensive experience at senior leadership level in the private and public sectors. He is a specialist in the leadership of organisational change and holds a doctorate from the University of Bath.

For 10 years he was the Managing Director of Stratagem Consulting, for 5 years the CEO of Global Intelligence Group Solutions and is a former Director of Executive Development at the University of Exeter Business School.

Mike has consulted in most developed countries of the world for organisations that have included: ING Bank, The Foreign & Commonwealth Office, the NHS, EMI Music, Universal Music & Gillette. For three years he led a project with Apple Corps (The Beatles) and Cirque du Soleil in London, Montreal and Las Vegas assisting these creative companies to develop The Beatles Love Show – now the most successful show in Las Vegas.

Mike has conducted research in the area of Organisational Sensemaking since 1988 and was appointed a Fellow of the University of Bath in 2005 and the University of Exeter in 2008. He has taught on numerous MBA, MSc  and executive development programmes in the areas of leadership and organisational change in the UK, US, Malaysia and Greece.  Mike co-authored the winning 2014 international research paper of the year in Human Relations and between 2014– 2016 he led a UK government grant aided research project with the University of Bath, the findings of which helped him create Tensense’s diagnostic tool.


Woman at laptop
December 21, 2020

White paper by Doctor Mike Carter: Philosophy of the Tensense Model

Organisational Inquiry: General and Simple to Simple and Accurate Leaders Acknowledging Trade-Offs  Curious leaders want to know what’s going on in their organisations, the issues that might be impeding high performance and what their colleagues are really thinking. Curious and determined leaders make it their business to find out the answers to these questions, but […]

November 13, 2020

Why resistance to change for Trump is a matter of nature and nurture

This article is a refreshingly honest account of how intuitive sensemaking drives our emotional response to our environment.

November 6, 2020

Amplifying the quiet voices

Creating the right organisational culture and psychological safety necessary to give voice to quiet, diffident and dissenting colleagues is a laudable ambition.

October 8, 2020

The blunt trauma of Boeing caused by a faulty ‘nervous system’

People who cannot feel pain because of a faulty central nervous system (CNS) are faced with recurrent high risk and shortened lives.

September 4, 2020

Intuition doesn’t ‘suit’ everyone – but it can save us from other dangers!

This article is a refreshingly honest account of how intuitive sensemaking drives our emotional response to our environment.

September 3, 2020

Imitation really isn’t the sincerest form of flattery!

We can admire the attributes and skills of others but attempting to imitate them will result in a weak pastiche of the real thing.

September 1, 2020

Building failure into success?

Complex environments cannot be fully engaged and understood by holding faith with established routines and meanings as they require continuous updating.

September 1, 2020

If you want to protect innovation in your organisation, measure your culture climate!

The ways that a lack of socialisation leads to long-term damage for organisations and their people

August 25, 2020

Is organisational change really that easy?

Changing what a company ‘is and does’ implies 2nd order, radical change.