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THE CHANGE MAKER’S GUIDE TO NEW HORIZONS
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readers, hence our Kitchen section at the end of every chapter. If you have dipped into the
book and are now curious about how it is organised and presented and why, do please go
back to the start to find out.
At Caplor Horizons we work locally, nationally and internationally to help other organisations
think differently about themselves and the new horizons that they face. We support them in
strengthening their leadership, renewing their strategy and improving their influence. We

want to encourage and assist a new generation of organisations that are committed to making

a positive and lasting impact. We believe that if we are to achieve real, sustainable change,
we need to inspire and enable people to learn differently, think differently and act differently.

Leadership and strategy are core elements of our work. We find that leaders are very often

appointed to their roles without any formal leadership training. Many of you learn to lead by

observing others or you are dropped in the deep end. Our contribution is in enabling you to
be the best leaders you can be, in your own unique ways, and in supporting those around you

to take up leadership activities. We very much subscribe to distributed models of leadership

where everyone has the potential to lead, and where leadership is multidirectional. We
believe in collaborative leadership. Hence, our focus is also on the next generations, those

who will take up their leadership in new and enlightened ways in the future, ensuring that

sustainability is at the heart of all we do.

Our readers will have noted that the themes chosen for the chapters of this book are not the
usual topics you might find in books written about organisations. The themes emerged

through many exciting discussions about what enables successful organising in today’s world.

We have mentioned VUCA more than once in our book. Like Covid-19, so many unforeseen

global events connect our world today, both destructively and positively. Volatility,

uncertainty, complexity and ambiguity are the new normal for leaders. We have to be able to
organise and reorganise against this backdrop, mitigating the threats and challenges of living

in an interconnected global world, as well as seizing the opportunities that our enhanced

connectivity enables.

Our book is designed to enable leaders to become more self-aware, more reflective and in
touch with their deeper purpose. Our organisations need to be more human and soulful.

People, and human flourishing, must always be at the heart of what we do and how we

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