Diagnose. Understand where management behaviour is creating friction or slowing performance.
Design. Build capability, tools, and learning experiences grounded in your managers’ real tensions, conversations, and trade-offs.
Deliver. Provide practical tools and development managers can apply immediately, designed to fit the flow of work.
Align. Integrate capability into your existing systems: performance management, career frameworks, hiring, and leadership expectations.
In the world’s leading technology companies, this approach is well understood. Having worked inside these environments, we’ve seen first-hand how deliberately developing the capability of leaders and managers supports organisations as they grow and become more complex.
Scaling organisations could benefit from the same support, but many are not yet large enough to build the internal infrastructure required.
Alkemy exists to bridge that gap.
Leadership OS helps you define what great leadership looks like in your organisation and assess where your leaders are today.
It acts as an operating system for leadership. A clear, shared way of understanding what matters, how leadership is evaluated, and where to focus development.Diagnostics focus on personality or preferences rather than how leadership actually shows up
Strategic Acumen. Understanding what actually matters, setting direction, and making decisions that hold up over time
Execution Discipline. Turning priorities into action, maintaining focus, and delivering even when things get messy
People Leadership. Building strong teams, giving clarity, and holding people to a high standard
Organisational Influence. Getting things done beyond your own team, aligning stakeholders, and navigating complexity
Learning Agility. Adapting as things change, learning quickly, and adjusting how you lead over time
You don’t have a clear definition of what great leadership looks likeLeaders spend time learning the model, but not how to apply it in their work
Different leaders are being held to different standardsDiagnostics focus on personality or preferences rather than how leadership actually shows up
Development feels inconsistent or disconnected from real workFrameworks feel disconnected from day-to-day decisions, priorities, and delivery
You want to move beyond generic programmes and focus on capability that drives performanceInsights don’t clearly translate into what leaders should do differently
If you already have a leadership model, use it to strengthen how you assess capabilityYou don’t have a clear definition of what great leadership looks likeLeaders spend time learning the model, but not how to apply it in their work
If you want to build your own L&D diagnostic tool, use it as a starting point
If you don’t have a diagnosic, use this oneDevelopment feels inconsistent or disconnected from real workFrameworks feel disconnected from day-to-day decisions, priorities, and delivery
