Program Description
 
Homo disruptor is a research project devoted to understanding the convergence of forces that are quietly, but decisively, setting the tone for contemporary human evolution. The name is intentionally double-edged. It points to the human being as the disruptor (the species that accelerates change through invention, reorganization, and symbolic power), and also to the human being as the disrupted (the creature increasingly shaped, redirected, and reassembled by the very systems it has built).
 
Businesses are not foreign to these disruptive forces; they are among their most immediate theatres. Organizations do not merely “adopt” technologies or “use” media from the outside, they operate inside the same accelerating systems that are reshaping attention, decision-making, trust, identity, and moral expectations.
 
Competitive advantage, reputation, culture, and even governance are increasingly exposed to feedback loops, amplification effects, and unintended consequences produced by networked technologies and mediated publics.
For this reason, the program presented here translates the Homo Disruptor research into an executive framework aimed at helping leaders navigate disruptive complexity: not by offering the comfort of total control or prediction, but by cultivating orientation, systems literacy, ethical discernment, and practical wisdom, in a way that organizations can act responsibly and strategically within environments that evolve faster than traditional models of planning.

Core Purpose
 
The Governance in Complexity – Mastery Training Program exists to equip leaders, decision-makers, and organizations with practical tools and a rigorous intellectual framework to identify and ultimately identify governance methods to navigate responsibly in environments where problems are systemic, interconnected, and uncertain. Rather than treating disruption as a sequence of isolated “issues to solve,” the program reframes it as a condition to be navigated, where actions propagate through feedback loops, where solutions create new tensions, and where simplistic models can quietly undermine good practice (“bad theories destroy good practices”).
 
Its purpose is therefore threefold:
 
1.- Rebuild the foundations of decision-making beyond reductionist paradigms—so participants can recognize when a technical answer is masking a social problem, when a metric distorts reality, and when “best practices” fail because context has changed.
 
2.- Develop governance capacities under uncertainty, shifting from the pursuit of unique, definitive solutions toward approaches that are prudential, context-sensitive, and capable of learning over time, drawing on the epistemology of certainty/uncertainty and tools such as the precautionary principle.
 
3. Translate theory into action through structured diagnostics, workshops, and case-based reasoning, established in a way that participants can apply complexity-informed governance to real crises (short- and long-term), sustainability tensions, and emerging challenges including AI.
 
Vision of the Program
 
The program’s vision is to form a new kind of leadership and institutional intelligence: leaders who can hold complexity without paralysis, act without false certainty, and design governance that is both effective and ethically grounded. It aims to cultivate a shared competence across sectors, business, science, policy, and institutions, enabling governance to become an assisting practice at multiple scales: individual, organizational, institutional, and science–policy interfaces.
 
In this vision, excellence is not defined by speed, control, or the appearance of certainty, but by:
 

• The capacity to resolve challenges rather than merely “solve problems,” acknowledging context dependency and trade-offs.

 

• The ability to think in mesoscopic terms (“meet-in-the-middle”), connecting high-level strategy to grounded realities without collapsing into either abstraction or operational tunnel vision.

 

• Governance that can sustain legitimacy in turbulent times by integrating normative frameworks, life cycle thinking, and diagnostics that reveal hidden costs, delays, and unintended consequences.

 

• And a mature awareness of power and governmentality, so that governance is not naïvely technocratic but attentive to how systems shape agency, responsibility, and compliance.

 
Ultimately, the program aims to become a mastery pathway, combining expert teaching, applied workshops, and selected case insights, to help organizations and leaders develop the judgment, methods, and ethical orientation required to govern well amid complexity, sustainability pressures, and disruption. Top of Form

Specific Projects and Deliverables
 
Deliverables

• 90-hour executive program architecture (modules, outcomes, cadence) that integrates expert talks and applied workshops.

• Executive workbook and pre-reads: short briefs per module that translate complexity concepts into leadership language and decision prompts (e.g., why reductionist “best practices” fail in complex environments).

 
Governance-in-Complexity Executive Framework

1.- Executive Learning Journey

Project: Create a shared governance language for executives who operate in volatile, networked environments.

Deliverables

• Governance-in-Complexity Framework Pack: decision principles and leadership “rules of thumb” for systemic challenges (e.g., shifting from “solving problems” to “resolving challenges”; recognizing context dependency; avoiding the false promise of unique solutions).

• Executive Decision Charter: a one-page charter executives can adopt to align leadership teams on how decisions will be made under uncertainty (prudential approach + precautionary principle).

 
2.- Diagnostic Tool for Strategic Decisions Under Uncertainty
 
Project: Build the program’s core “instrument”: a repeatable method executives can apply to real strategic dilemmas.
 
Deliverables

• Complexity & Governance Diagnostic Tool (board/executive-ready): structured prompts and scoring to surface risks, feedback loops, delays, second-order effects, and governance tensions.

• Decision log templates + interpretation guide that link diagnostic outputs to governance actions (what to monitor, what to redesign, what to stop doing).

 
3.- AI, Media, and Disruption Governance Briefing
 
Project: Translate the program’s “theories-to-practices” block into executive governance implications.
 
Deliverables

• AI & Governance in Complexity executive briefing: where AI amplifies complexity (speed, opacity, amplification), and what governance must do differently (controls, accountability, oversight, ethics).

• Meet-in-the-middle toolkit (mesoscopic thinking): a practical method for connecting board-level strategy to operational reality without losing the complexity of the system.

 
4.- Case Lab: Strategic Diagnostics Portfolio
 
Project: Executives learn by diagnosing high-stakes cases and extracting decision patterns.
 
Deliverables

• Case-based diagnostics portfolio (team outputs): structured application of the diagnostic tool to “crisis vs. chronic”.

• Case compendium (executive briefs) drawn from the program’s selected cases (organizational and cross-sector exemplars) to support discussion and transfer to corporate contexts.

 
5.- Enabling Governance Playbook for Executives
 
Project: Turn insights into governance design—how to enable effective action at different levels.
 
Deliverables

• Executive Governance Enablement Playbook, structured at:

  • Individual leadership (judgment under uncertainty)

  • Organizational level (structures, incentives, metrics, accountability)

  • Institutional interface (regulators, partners, supply chains, public trust)

 
6.- Applied Workshops with Concrete Outputs
 
Deliverables

• Workshop 1: Power & governmentality - a Power Map of the executive’s operating environment (constraints, influence flows, compliance dynamics) + a governance response plan.

• Workshop 2: Sustainability governance under high uncertainty - scenario set + decision protocols for balancing risk, responsibility, and long-term viability under uncertainty.

 
7.- Capstone: Executive Action Memo for a Live Company Challenge
 
Project: Each executive/team applies the program to a real organizational challenge.
 
Deliverables

• Board-ready Action Memo applying:

  1. the diagnostic tool,

  2. prudential/precautionary reasoning, and an enabling governance plan spanning at least two levels (e.g., org + institutional interface)

​Program: Governance in Complexity — Mastery Training Program (90 hours)
 
Didactic method: classes and video talks by international teachers, plus applied workshops to exercise critical and practical reasoning.
 
Module 1 — Bad theories destroy good practices (4 hours)

• Technological problems are social problems

• Beyond reductionist paradigms

• Narratives for change: from “magic” to sustainable solutions

 
Module 2 — Sustainability in turbulent times (4 hours)

• The evolving understanding of sustainability challenges

• From organizations to governance

 
Module 3 — Epistemological and Scientific challenges (12 hours)

• What is “governance in complexity”

• Principles of governance in complexity

• Frameworks for systemic and complex challenges

 
Module 4 — Governance in complexity in practice (18 hours)

• From “solving problems” to “resolving challenges”

• Why unique solutions are not a solution

• Context dependency of governance in complexity

• Epistemology of certainty

• Epistemology of uncertainty

• Precautionary principle: regulatory and methodological aspects

• A prudential approach

 
Module 5 — From theories to practices (12 hours)

• AI and Governance in Complexity

• The meet-in-the-middle principle

• The mesoscopic way of thinking

• (Bio)Interfaces

 
Module 6 — Uncertainty and action: diagnostic tool for systemic and complex challenges (18 hours)

• Normative frameworks of sustainability governance

• Life Cycle Thinking (LCT)

• Emerging governance

• Diagnostics on case studies of short-term and long-term crises

 
Module 7 — Enabling governance in complexity (6 hours)

• The science–policy interface

• At the individual level

• At an organisational level

• At the institutional level

 
Module 8 — Insights from selected cases (8 hours)

• COVID-19 responses through the lens of governance in complexity

• Nature degradation and biodiversity loss through the same lens

• Unsustainable economic growth through the same lens

• Additional referenced cases: “global challenges has local solutions,” “beyond open innovation,” Novamont, bioeconomy, UDD case studies

 
 
Applied Executive Workshops (8 hours total)
 
Workshop 1 (4 hours) — Power and governmentality
 
Workshop 2 (4 hours) — Sustainability governance under highly uncertain and complex conditions


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