Reinvention Academy

Founder & Chief Reinvention Officer

The Reinvention Summit

This is Davos for Doers. This brings the "fighting" clans of strategy, innovation, design thinking, change, project, and product management together. This changes everything.

Founder

WE EXIST Reinvention Agency

Organizations as large as The Coca-Cola Company and as small as a local start-up hire us to help them reinvent themselves and the world around them.

Made up entirely of practicing executives and consultants with decades of experience, the team of WE EXIST helps you take the very best of what you have in terms of product, process, skill, resources, and business model, and find even better ways of using them. This approach to reinvention allows you to transform unexpected challenges into opportunities, riding the waves of change rather than being crushed by them.

Only 30% of all change and reinvention efforts worldwide reach the goals set by the organization attempting to change. To date, WE EXIST Reinvention Agency has a 100% success rate.

Chief Reinvention Officer

Sustainable Brands Opening Keynote, Brand-Led Culture Change, Audience of 1,000 | USA, 2023
National Speaker Association Keynote, Thrive, Audience of 500 | USA, 2023
TEDx Talk, TEDxBucharest 2018, Audience of 1,000 | Romania, 2018
Opening Keynote, The Institute of Internal Auditors Chicago Chapter 58th Annual Seminar | Audience of 1,300  | USA, 2018
Opening Keynote & Host, The Ohio State University's Environmental Professionals Network Annual Signature Event | Audience of 1,000  | USA, 2018
Graduation Speaker, Hartwick College | Audience of 3,000 | USA, 2018
MC & Keynote, International Postive Education Network | Audience of 800 | USA, 2018
Opening Keynote, ELES Annual Expert Forum | Audience of 200 | Slovenia, 2018
Opening Keynote, Momentum 2017 - Annual Summit for Credit Union Leaders | Audience of 2,000 | Canada, 2017
Main Speaker, HRcomm Masterclass Summit 2017 | Audience of 200 | Slovakia, 2017
Keynote, Fear & Fail Vienna | Audience of 50 | Vienna, 2017

Keynote Speaker

Weatherhead School of Management at Case Western Reserve University

Member of the Advisory Board for the Fowler Center for Business as an Agent of World Benefit  & visiting professor, Executive Education & Masters of Positive Organizational Development at the Weatherhead School of Management, Case Western Reserve University

Advisor & Visiting Professor

CEDEP - Executive Development – Fontainebleau

Visiting Professor & Academic Councilwoman

IEDC-Bled School of Management

Visiting Professor

Coca-Cola Chaired Professor of Sustainable Development

Executive MBA Director

Challenge:Future

President

VP, Reinvention

Center for Business as an Agent of World Benefit, Case Western Reserve University

Associate Director

Chief Reinvention Officer | I help corporations thrive in perpetual turbulence and capitalize on disruption | Teaching my science-based methods to help 1B people reinvent continuously

Dr. Nadya helps people & organizations turn change & disruptions into an opportunity - and a source of real competitive advantage - again and again.

Called ‘The Reinvention Guru’ (In Ventures magazine) & ‘The Queen of Reinvention’ (TEDx Navasink), Dr. Nadya Zhexembayeva is a business owner, educator, speaker & author -- specializing in reinvention.

As a consultant, Dr. Nadya has helped such organizations as The Coca-Cola Company, ERG, Kohler, L'Oreal, IBM, CISCO, Erste Bank, Henkel, Knauf Insulation & many others to reinvent their products, processes, & leadership practices.

As an educator, Dr. Nadya personally contributed to the development of more than 10,000 executives from over 60 countries & 20 industries. For nearly 10 years, Dr. Nadya taught courses in leadership, strategy & sustainability at IEDC-Bled School of Management, an executive education center based in the Slovene Alps, where she also served as the Coca-Cola Chaired Professor of Sustainable Development. In addition to IEDC, Dr. Nadya has been teaching in business schools around the world, including  Case's Weatherhead School of Management (USA), IPADE Business School (Mexico), and CEDEP (France), where she also contributes to the Academic Committee of the school.

As a speaker, Dr. Nadya has shared her insights with audiences worldwide through keynotes, panel presentations, & workshops. She has delivered four TEDx talks in Austria, Slovenia, Romania & the US.

As an author, Dr. Nadya has written three books (“Embedded Sustainability: The Next Big Competitive Advantage” in 2011, “Overfished Ocean Strategy: Powering Up Innovation for a Resource-Deprived World” in 2014, and "Titanic Syndrome: Why Companies Fail and How to Reinvent Your Way Out of Any Business Disaster" in 2018) and contributed to six others. In an effort to reinvent corporate approaches to sustainability strategy, Dr. Nadya and her co-author Chris Laszlo coined the concept ‘embedded sustainability’, which was virtually non-existent when they started in 2009. Today, it produces 55 million Google search results & has become a staple for corporate sustainability efforts.

Dr. Nadya’s fourth and latest book, “The Chief Reinvention Officer Handbook: How to Thrive in Chaos” is the finalist in the American Book Fest Awards, the winner of the 2021 Axiom Business Books Awards, and the winner of the Kirkus Star, "one of the most coveted designations in the book industry, which marks books of exceptional merit."

McKinsey finally jumped on the reinvention bandwagon.
And got it spectacularly wrong 🚨

Their new article, "Change is Changing," introduces reinvention as "C4" — the highest level in a neat four-tier hierarchy of change management.

C1: Execute. 
C2: Mobilize. 
C3: Transform. 
C4: Reinvent.

It sounds elegant. 
Strategic. 
Very McKinsey.

There's just one problem:
They're still treating reinvention as a destination you arrive at — not the continuous capability you must build.

The article positions C4 as something you graduate to. 
A next frontier. 
An advanced-level transformation for the most ambitious leaders.

But here's what the data actually shows:
In 2022, every 5th organization in the world was reinventing itself every 12 months or less — faster than the budgetary cycle.
Our 2024 research? 22.5% of organizations reinventing annually. The highest velocity we've ever recorded.

This isn't a "C4 moment."
This is the new operating system.

The danger of the McKinsey framing is subtle but serious:
When you position reinvention as a project — even a sophisticated one — you set up employees for betrayal.

You tell them: "Support this transformation, and things will normalize."

They do. 
They push. 
They sacrifice.

And then the next wave hits. And the next.

No wonder Gartner found employee willingness to support change collapsed to just 43% in 2022, down from 74% in 2016.
We're not managing change fatigue.
We're manufacturing it.

Reinvention isn't a level. It's a lifestyle.

It's not a project with five fundamentals.
It's a continuous process requiring a fundamentally different psychological contract with your people.

The question isn't: "Have we reached C4?"
The question is: "Are we building the muscle to reinvent — again and again — without breaking our people in the process?"

That's the real work.
And it requires 21st century thinking.

The "change as a project" mindset served us well when markets moved slowly, customers stayed loyal, and you could milk a business model for decades.
That world is gone.

McKinsey, your framework is brilliant — for 1995.
Time to update the operating system.

Dr. Nadya Zhexembayeva

A decade ago, I was told, “Just call it change management.”
Today, the world’s largest advisors call 800,000 people “reinventors.”

What began as a rebel idea—link strategy, innovation, and change into one rhythm—now headlines the biggest firms.

Did I think 11 years ago that McKinsey, PwC, BCG, EY, and Accenture—and even the Financial Times—would follow our lead on reinvention? 

2025 is the year it went mainstream.

We all stand on the shoulders of giants.
Clayton Christensen’s work on reinventing your business model was rooted in his theory of disruptive innovation.
Paul Nunes and Tim Breene made a wonderful argument on why you need to reinvent your business before it’s too late.
Herminia Ibarra and Pamela Mitchell both spoke about the crucial role of career reinvention.

Our pioneering contribution has been to formalize reinvention as an operating system—and to back it with data from years of field work and the Global Reinvention Survey we run every 2 years. 

We showed that the compounding speed of disruption and the shortening of corporate S-curves demand a new logic where reinvention is:
• Continuous — a steady practice that matches a world of permanent turbulence (not a one-off “program”).
• Cross-disciplinary — strategy, innovation, and change working as one seamless cycle, from anticipating to designing to implementing, again and again with power and speed.
• Portfolio-based — manage reinvention like investing: many small and medium bets plus select big swings, a spread from continuous improvements to transformative leaps, rebalanced regularly so you learn faster without betting the company on one move.

And I am not doing it alone. 

Around the world, a growing movement of Certified Reinvention Professionals are putting this into practice in the real, messy business environment—inside factories with union shifts and legacy ERPs, hospitals balancing compliance and speed, banks under strict regulation, NGOs tied to grant cycles, and fast-moving scale-ups living quarter to quarter. 

They run bi-weekly learning cadences, rebalance reinvention portfolios, and turn early warnings into action—within constraints, with sleeves rolled up. 

Not theory—practice.

Next frontier: make reinvention a formal field of study—taught in universities everywhere—so we stop educating leaders as if it’s still 1995. 

It’s already underway at:
BTU – Business and Technology University (Georgia)
McGill University (Canada)
Almaty Management University (Kazakhstan)
Simmons University (United States)
—and growing.

20th-century tools were excellent for the needs of their era.
This era is different.
Treating change (transformation, strategic pivot, new S-curve) as an occasional project does not work in the world of non-stop disruption.
The new standard is proactive, continuous renewal—grounded in science, executed as a system, and owned by everyone.

Here’s the best part of my 2025, hands down: 
I got to hug my professional community in real life.

Not just wave on Zoom. 
Not just drop hearts in a chat. 
Hugs. Laughter. 
The kind of eye contact that says, “I see you. Keep going.”

China—rooms packed in Shanghai, notebooks open, the word “reinvention” circling the table in three languages. We compared what it takes to swarm around a problem—and leave with a decision, not just a deck.

Canada—Vancouver mornings that smelled like rain and possibility. Practitioners sharing clean, small experiments that moved real numbers and lifted real humans.

Ireland—Dublin lit up in violet, hallways buzzing after the last session, strangers turning into collaborators over bowls of soup and scribbled napkin diagrams. I still hear the rumble of conversations as people compared notes on what actually worked.

Australia—sunrise meetings that became dinners because nobody wanted to leave. Stories of teams finding a new rhythm. Leaders admitting, with a half-smile, “I didn’t think we could change this fast without breaking people.”

Qatar—Doha evenings in warm desert light, hospitality that slows you down just enough to listen deeper. We talked about pace, ambition, and how to build momentum without burning people out.

USA—boardrooms by day, kitchen tables by night. Alumni walking me through their first scaled wins, not as a pitch, but as a relief: “It finally clicked. We’re doing it.” I drove away more hopeful than I’ve felt in years.

Different accents, different time zones, same feeling:

We’re not alone.
We’re learning out loud.
And we’re just getting started.

Layoffs have become so common… they now have their own season.

Fast Company didn’t exaggerate.
They didn’t sensationalize.
They simply named what’s already happening:

Welcome to Layoff Season.

The economy shifts.
Technology disrupts.
AI reshapes roles overnight.
Costs move.
Markets twist.
Consumers pivot.

And suddenly, layoffs are no longer a crisis event —
they’re a seasonal rhythm we all live inside.

Here’s the hard truth:

📌 If you haven’t been laid off yet, you will know someone who is.
📌 If you haven’t navigated restructuring yet, you will.
📌 If you haven’t had to reinvent your role, your team, or your career yet — you will.
📌 If you’re a consultant or coach, you will be called to guide clients through the emotional and operational aftershocks.
📌 If you’re a leader, you will have to fire people you care about — and then find the strength to motivate the “survivors” who are scared, angry, and exhausted.

This is not pessimism.
This is pattern recognition.

We are the first generation working in a world where:

Job security is episodic
Strategy cycles collapse every year
Skills expire faster than degrees
Stable careers disappear without warning
“Restructuring” is constant
And “Layoff Season” is now a headline… not a shock

Layoffs aren’t the exception anymore.
They are the environment.

Which means reinvention is no longer a nice-to-have.
Or a motivational slogan.
Or something you do in a crisis.

Reinvention has become a basic literacy skill.
As essential as reading, writing, budgeting, or using AI.

The question isn’t: Will disruption hit?
It’s: Do you have the skills to respond when it does?

Some seasons you can’t avoid.
But you can prepare.

And the people, teams, and companies who learn to reinvent — continuously, consciously, courageously — will be the ones who not only survive Layoff Season…

...they’ll learn to thrive despite it.

Here’s the most honest strategy document in your company: your calendar.

Last month I walked into a leadership offsite where the walls said “innovation,” but the next two weeks were booked with approvals, status updates, and re-prioritizations. 

Not a single hour for testing a new idea in the wild.
The slide deck promised agility. 
The schedule promised inertia.

When plans keep aging on the shelf, it’s rarely a motivation problem. It’s a system problem. And systems tell the truth in small ways:
• The budget asks for certainty the market will never give.
• “Transformation” lives in a deck; the real work lives in handoffs.
• Teams are measured by last year’s metrics while customers move on.
• Risk gets managed by delay—postponed decisions disguised as prudence.

Meanwhile, the tempo of change keeps rising. 

Our Reinvention Academy research shows roughly 20% of companies reinvent every 12 months or less. In that world, the difference between those who adapt and those who stall is simple: they treat strategy as a learning rhythm, not a yearly event.

If you’re ready to shift the rhythm, start small—this week, not next quarter:
1. Put one decision on a clock. Cut its cycle time in half and name the guardrails.
2. Set goals in ranges, not one fixed number (e.g., 8–12% instead of 10%).
3. Replace one update meeting with an experiment review: what we tried, what we learned, what we’ll do next.

No drama. 
No big-bang transformation. 
Just a better beat.

Because the calendar is where culture lives. 
Change the rhythm there, and strategy finally becomes real.

---

Want a simple rhythm for staying sharp? Subscribe to the Reinvention Weekly newsletter—one science-based insight and one practical action you can use the same week. 

It’s a calm, 3-minute Thursday read for busy leaders. 

Link in comments 👇

Five years ago, 74% of employees said “I’ll support your change.”
What is this number today?

43%.

A collapse in commitment that no strategy, no transformation plan, no leadership model can ignore.

Because when 62% disengage and 15% sabotage, the real problem isn’t the AI, regulation, geopolitics, new competitor, or a new product substitution.

It’s organizational fragility.

External disruption isn’t the threat anymore.

Our internal capacity is.

Nadya helps people & organizations turn change & disruptions into an opportunity - and a source of real competitive advantage - again and again.

Called ‘The Reinvention Guru’ (In Ventures magazine) & ‘The Queen of Reinvention’ (TEDx Navasink), Dr. Nadya Zhexembayeva is a business owner, educator, speaker & author -- specializing in reinvention.

As a consultant, Nadya has helped such organizations as The Coca-Cola Company, ERG, Kohler, L'Oreal, IBM, CISCO, Erste Bank, Henkel, Knauf Insulation & many others to reinvent their products, processes, & leadership practices.

As an educator, Nadya personally contributed to the development of more than 10,000 executives from over 60 countries & 20 industries. For nearly 10 years, Nadya taught courses in leadership, strategy & sustainability at IEDC-Bled School of Management, an executive education center based in the Slovene Alps, where she also served as the Coca-Cola Chaired Professor of Sustainable Development. In addition to IEDC, Nadya has been teaching in business schools around the world, including  Case's Weatherhead School of Management (USA), IPADE Business School (Mexico), and CEDEP (France), where she also contributes to the Academic Committee of the school.

As a speaker, Nadya has shared her insights with audiences worldwide through keynotes, panel presentations, & workshops. She has delivered four TEDx talks in Austria, Slovenia, Romania & the US.

As an author, Nadya has written three books (“Embedded Sustainability: The Next Big Competitive Advantage” in 2011, “Overfished Ocean Strategy: Powering Up Innovation for a Resource-Deprived World” in 2014, and "Titanic Syndrome: Why Companies Fail and How to Reinvent Your Way Out of Any Business Disaster" in 2018) and contributed to six others. In an effort to reinvent corporate approaches to sustainability strategy, Nadya and her co-author Chris Laszlo coined the concept ‘embedded sustainability’, which was virtually non-existent when they started in 2009. Today, it produces 55 million Google search results & has become a staple for corporate sustainability efforts.

Nadya’s fourth and latest book, “The Chief Reinvention Officer Handbook: How to Thrive in Chaos” is the a finalist in the American Book Fest Awards, the winner of the 2021 Axiom Business Books Awards, and the winner of the Kirkus Star, "one of the most coveted designations in the book industry, which marks books of exceptional merit."

Trenisha Subajan

Reinvention = Strategy + Innovation + Change.
The hard part? Getting them to move as one.

When the pace of change was slow and shocks were rare, these disciplines could live in silos — strategy wrote a plan, innovation ran pilots, change “rolled it out.”

Today, disruption is constant and, according to our research at Reinvention Academy, roughly 20% of companies reinvent every 12 months or less. 

In that world, the relay race breaks down: handoffs kill speed, evidence goes stale, and teams re-decide the same issue three times. 

That’s where momentum dies and good people burn out.

Reinvention isn’t a buzzword. It’s the cross-disciplinary field and the unified operating system — that makes strategy, innovation, and change move together.

The only way to stay afloat? 

Run these disciplines as one well-oiled machine — one system that anticipates shifts, designs responses, and implements them in the same cadence, on the same facts, with clear decision rights.

The three pillars that allow you to go from reactive, occasional reinvention to proactive, continuous system of renewal:
1. Anticipate Change — Strategy, foresight, risk, finance, analytics. See shifts early. Read signals. Frame choices with clear ranges and constraints so teams can move.
2. Design Change — Innovation, R&D, design thinking, product. Turn choices into testable bets. Prototype, learn, and evolve what works.
3. Implement Change — Change management, project/program management, org design, leadership. Mobilize people, budgets, and governance to land the bet—then lock in the learning so the next cycle is faster.

Yet, so often (you might recognize this):
⛔️Strategy rolls out a “final” plan while innovation is still discovering the real problem.
⛔️Change gets invited at the end, when the people-math is already broken.
⛔️Design/Agile sit far from decision rights and P&L reality.
⛔️Functions debate ownership instead of sharing a single rhythm.

How we fix it (minimum viable reinvention):
✅ Drop the turf wars. Each discipline leads at different moments — keep all three in the conversation from day one.
✅ Stop hunting for a silver bullet. Build a balanced portfolio of bets, expect some misses, and compound the learning.
✅ Work from one integrated cadence: shared facts on Monday, small decisions every two weeks, bigger steers quarterly.

Make reinvention boring in the best way — regular, predictable, accountable. That’s how you win.

Where does your team stall most right now — anticipate, design, or implement?

I’ve spent over 8 years, 450+ hours, and $100,000+ perfecting the Agile Strategy Canvas, tested in 44 countries and across 32 industries.

It’s something that could hold both discipline and flexibility, and a planning rhythm that actually survives disruption.

With every iteration, it becomes smarter, faster, and even more effective. With every workshop, leaders sharpen their approach and take the Agile Strategy Canvas to new levels of impact.

🚨 Join me live for a 2-hour Agile Strategy Workshop
📅 Wednesday, November 12, 12 PM US Eastern
✅ Free, live, with replay available

The link is in the comments 👇

What do you say in your final letter after 95 years of living, investing, and leading?
Warren Buffett just showed us how to exit with grace — and power.

This week, Warren Buffett — at 95 — officially stepped down from day-to-day operations at Berkshire Hathaway.

And while the world will remember him as an investor, I’d like to remember him as something else:

One of The Enduring Chief Reinvention Officers.

Because beneath the legendary portfolio is something much harder to sustain:
Decades of renewal.
Decades of evolving.
Decades of reinvention.

Here are 7 reinvention lessons from his farewell letter, sent on November 10, 2025 to Berkshire Hathaway shareholders, that particulatly touched me:

1️⃣ Lead where you are — not where the spotlight shines.
“In 1956, after only 1½ years in New York, I returned to Omaha, never to wander again.”
He didn’t chase power centers — he built one, right where he stood.

2️⃣ Invest in succession long before it’s urgent.
“Greg Abel has more than met the high expectations I had for him when I first thought he should be Berkshire’s next CEO.”
Legacy is not what you leave behind. It’s what you build into others.

3️⃣ Resist the trap of dynasty.
“Berkshire should particularly avoid those whose goal is to retire at 65, to become look-at-me rich or to initiate a dynasty. Those aspirations are likely to produce a mediocre result, or worse.”
Reinvention thrives when ego steps aside and stewardship steps forward.

4️⃣ Reframe failure as fuel.
“Don’t beat yourself up over past mistakes — learn at least a little from them and move on. It is never too late to improve.”
Even Buffett, with all his wins, leads with humility and iteration.

5️⃣ Honor place.
“The center of the United States was a very good place to be born, to raise a family, and to build a business. Berkshire has been part of that all-American experience and owes much to it.”
He bet on Omaha. Reinvention isn’t always about relocation — sometimes it’s about deepening your roots.

6️⃣ Don’t rule from the grave.
“I have never had the urge to do so. Berkshire will forever be my first love, but I’ll leave the future to those younger and more capable.”
He planned his transition — not to extend control, but to multiply impact through others.

7️⃣ Make kindness your closing strategy.
“I write this as one who has been thoughtless countless times and made many mistakes, but also became very lucky in learning from some wonderful friends how to behave better (still a long way from perfect, however). Keep in mind that the cleaning lady is as much a human being as the Chairman.”

Yes, Warren Buffett transformed industries.

But more than that, he reminds us that reinvention is not just financial — it’s personal, relational, and deeply human.

Which of these lessons feels especially relevant in your life or leadership today?

Divine Helen Yahaya

We used to fear the rare Black Swan — the unpredictable shock Nassim Nicholas Taleb warned us about.
Today?

They don’t arrive one at a time.
They arrive in flocks.
They lay more Black Swans.
And those baby Black Swans create new Black Swans.

As futurist and Chair of Disruptive Futures Institute Roger Spitz points out, we are now in the age of metarruptions —
disruptions stacked on top of disruptions,
each feeding the next.
No slowdown.
No plateau.
Just acceleration.
If you’re still planning for single shocks,
you’re preparing for a world that no longer exists.

Want a resource for dealing with metarruptions? 
Subscribe to the Reinvention Weekly newsletter—one science-based insight and one practical action you can use the same week.
It’s a calm, 3-minute Thursday read for busy leaders.

Link in comments 👇

For decades, expertise meant having the answer.
You were hired because you knew:

Which market to enter.
Which message to use.
Which steps would fix sales.
Which strategy would win.

And for a long time, it worked.

The world moved slowly.

An answer could last 5, 6, even 7 years before becoming outdated.

But in today’s volatility?

The shelf life of answers has collapsed.

What worked yesterday can be dangerous today.

The era of “I know the answer” is ending —
not because expertise doesn’t matter,
but because the world is changing faster than answers can survive.

The real competitive edge now is process expertise.

Not coming in with the answer…
but coming in with the process that helps people find the right answer
faster, cheaper, and with better results than anyone else — even as everything shifts.

This is what lets experts, teams, and organizations survive uncertainty
while they’re still searching.

In a world of constant disruption,
process beats certainty.

Every time.

This handbook wasn’t written in a lab.
It’s Version 16, shaped with leaders and teams across 34 countries, and used by 21,000+ professionals.

There’s a reason The Chief Reinvention Officer Handbook: How to Thrive in Chaos won an Axiom Business Book medal…
sold out twice after release… 
held the Bestseller spot in Amazon’s “Management Science” for nearly two months… 
and received a rare Kirkus star with the verdict: “Outstanding business insights in a work brimming with energy and vitality.”

The free 85-page preview of The Chief Reinvention Officer Handbook includes the pages readers print first:
• Page 48 self-test to name the risks no one wants to say out loud.
• A plain-English case that shows reinvention without big budgets.
• A simple Canvas to turn “we should” into “here’s what we do next.”

If you need practical, portable tools, this is your start.
Free download in the comments ⬇️

A typical crisis wipes out 17% of businesses.
Yet a small group grows — every single time.

They don’t “wait it out.”
They don’t hope for stability to return.

They understand one hard truth early:
Turbulence isn’t temporary.
It’s the operating environment.
And it requires a new set of rules - and a new set of tools.

For more on the 17% data, see Harvard Business Review research analyzing 4,700 companies across multiple recessions (Gulati, Nohria & Wohlgezogen, Roaring Out of Recession).

And HUGE thanks to our global reinvention family - the graduates of Reinvention Academy - who continue to re-write the rules of business across 32 industries in 50 countries  🙌

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