Dr Mike Carter
Chief Scientific Officer
LinkedInMike 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.
Is organisational change really that easy?
Changing what a company ‘is and does’ implies 2nd order, radical change.
Does autonomy increase grip and speed?
Michelin’s attempts to standardise its tyre manufacturing processes had stifled creativity, initiative and accountability. In 2013, it launched a bottom-up experiment to decentralise, which it calls ‘responsibilisation’. The plant manager behind the project, Bertrand Ballarin, believed that if you wanted to unleash initiative, you needed to let people on the ground decide how to do […]
Try connecting to your brain – more quickly!
Surprise, surprise there really is a value in the experience and skills that leaders can bring to the table; and they should not have to think ‘big data or no data’!
The Red Arrows cannot fly away from uncomfortable truths
This article is a refreshingly honest account of how intuitive sensemaking drives our emotional response to our environment.
Lessons from the pandemic: the pernicious effects of triple novelty
The COVID-19 pandemic is a novel event on a global scale, but what has caused its true impact for governments and organisations is the phenomenon of triple novelty.
The Challenge of Sensemaking for Leaders
Organisations experience novelty, either when their activities have resulted in them facing situations for which they were not prepared and had little or no experience, or because external events have forced them into the same space.