Kevin Power

MSc, DProf

In his consultancy practice, Kevin specialises in supporting leaders to develop strategies for enabling business integration or service improvement. This often requires attention to purpose and coherence as well as process and behaviour. He is particularly interested in what it takes to think and act beyond functional, hierarchical and relational constraints. Cultural change has therefore been a significant context for Kevin’s client work.  

In recent times, he has worked extensively in the commercial, public and not-for-profit sectors and in various international settings. Before Ashridge, Kevin had a long corporate career in a variety of leadership and management roles with Diageo, Cadbury Schweppes and in the retail sector.

Kevin is the Programme Director for the Ashridge Masters in Organisational Change and the Ashridge Postgraduate Certificate in Organisational Change. His doctoral research, ‘The Consultant as Curator’, explored the implications of taking an ecological-ethical stance and finding new ways of accessing intuitive knowing through the medium of art and his own aesthetic engagement.   

Kevin Power

Publications

Curating the Curator

Power, K. (2014) 'Curating the Curator'. In King. K. and Higgins, J. (Eds) The Change Doctors: Reimagining Organisational Practice, Libri Publishing Ltd.

Developing Leaders for a World of Uncertainty

Power, K. & Day, A. (2010) Developing Leaders for a World of Uncertainty, Rotman Magazine, Rotman School of Management, University of Toronto, Autumn

Developing leaders for a world of uncertainty

Day, A. & Power, K. (2010) Developing leaders for a world of uncertainty, Rotman Magazine, Harvard Business Review, 1 September

Developing leaders for a world of uncertainty, complexity and ambiguity

From December 2008 to May 2009, Andrew Day and Kevin Power interviewed 50 executives and senior managers about how they were experiencing the impact of the economic crisis on their organisations. They summarise their key findings and outline the implications for leadership learning and development.

Day, A. & Power, K. (2009) Developing leaders for a world of uncertainty, complexity and ambiguity, 360° The Ashridge Journal, Winter, pp. 20 - 25

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In the Thick of It - lessons from the economic crisis

Day, A. & Power, K. (2009) In the Thick of It - lessons from the economic crisis, IRS Change Management Conference, 8 October

In the thick of it: second report

Power, K. & Day, A. (2009) In the thick of it: How are leaders and their organisations experiencing the economic crisis?, Ashridge report, February

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In the thick of it: How are leaders and their organisations experiencing the economic crisis?

Since early December 2008, Kevin Power and Andrew Day have been researching into how leaders and their organisations have been affected by the economic crisis and how they are responding. They are at a mid-point in the research and this article presents a brief 'snapshot' of some of the early insights that are starting to emerge.

Power, K. & Day, A. (2009) In the thick of it: How are leaders and their organisations experiencing the economic crisis?, Converse, Issue 6, pp. 26 - 27, April

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The Bateson Connection

McLean, A. & Power, K. (2006) The Bateson Connection, in Critchley, B. & Higgins, J. (eds) Field Research into the Practice of Relational Consulting, Ashridge

As Good as it Gets

Power, K. (2006) As Good as it Gets, in Critchley, B. & Higgins, J. (eds) Field Research into the Practice of Relational Consulting, Ashridge