Tsedal Neeley
Award Winning Author, Harvard Business School Professor and Keynote Speaker on Globalization and Digital Transformation
Senior Lecturer, MIT Sloan | Founding Chair, Society for Organizational Learning | Author of The Fifth Discipline | Pioneer in Learning Organizations & Systems Thinking
Speaker Peter Senge has shaped modern management more than almost any living author. His Fifth Discipline framework defined how organizations learn, and his ongoing work on systems thinking, regenerative economies and education informs how senior leaders navigate complexity. Audiences leave with sharper mental models, a shared vision discipline, and a clearer view of the structural causes behind their hardest problems.
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Leadership speaker Peter Senge is the founding chair of the Society for Organizational Learning (SoL), a senior lecturer at the MIT Sloan School of Management, and cofounder of the Academy for Systemic Change. His career sits at the intersection of management theory, systems thinking, and the practical work of helping organizations confront complexity. The Journal of Business Strategy named speaker Peter Senge among the 24 people who had the greatest influence on business strategy over the past century, and Harvard Business Review described his landmark book as one of the seminal management works of the last 75 years.
His bestseller The Fifth Discipline: The Art and Practice of the Learning Organization has sold more than two million copies and established the framework that still defines the field: personal mastery, mental models, shared vision, team learning, and systems thinking. He is also coauthor of The Fifth Discipline Fieldbook, Presence, The Necessary Revolution, and The Triple Focus, each extending the original disciplines into education, sustainability, and contemplative leadership.
Beyond the page, Peter convenes cross-sector projects on climate, regenerative economies, global food systems, and the future of education. He cofounded the Compassionate Systems Network, which integrates systems learning, social-emotional learning, and mindfulness into pK-12 education worldwide, and he continues to advise the Sustainable Food Lab. He was named to China’s “1000 Talents” Program (Renzai) for his contribution to systemic change and serves as a J-WEL Fellow at MIT’s Abdul Latif Jameel World Education Lab.
Peter holds a B.S. in engineering from Stanford, an M.S. in social systems modeling, and a Ph.D. in management from MIT Sloan. He describes his work as “sharing” rather than “teaching” — helping leaders see what has already been built, rather than prescribing what should be done next.
As a speaker, Peter Senge brings five decades of original thinking on how people, organizations, and ecosystems learn together. He invites senior audiences to examine the deeper structures behind their most stubborn problems and to lead with humility, patience, and systemic awareness.
Speaker Peter Senge guides senior teams through the five disciplines that turn ordinary companies into learning organizations: personal mastery, mental models, shared vision, team learning, and systems thinking. Drawing on examples from Fortune 500s, schools, and cross-sector coalitions, he shows how leaders can replace defensive routines with reflective conversation and translate aspiration into structural change.
Most strategic problems repeat because leaders treat symptoms rather than systems. In this keynote, Peter walks audiences through the archetypes that explain why well-intentioned decisions backfire and offers practical leverage points for shifting outcomes. The session is especially valuable for executives wrestling with sustainability, supply-chain disruption, talent dynamics, or organizational scale.
As one of the defining voices on leadership in the modern era, Peter explores how today's executives must lead inside complex, interdependent systems rather than tidy hierarchies. He compares the dominant leadership models, surfaces their hidden costs, and introduces less-celebrated approaches — distributed, reflective, and systemically aware — that better fit a world of rapid change and shared accountability.
Peter introduces the Compassionate Systems Framework — an integration of systems learning, social-emotional skills, and contemplative practice — that he has piloted with educators, hospitals, and global companies. Leaders leave with concrete tools for building the trust, attention, and shared awareness that complex change requires.
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