Shifting Perspectives: A Conversation with Prof. Vlatka Hlupic

In this edition of our Member Spotlight in our Gazette, we're delighted to feature Professor Vlatka Hlupic, an award-winning thought leader who's transforming how we think about management and leadership. As the creator of "The Management Shift" methodology, founder of Management Shift Solutions, and Professor at Hult Ashridge Executive Education, Vlatka brings a unique perspective on humanizing the workplace while driving remarkable business results. Her innovative approach has guided organizations across the globe to achieve both higher performance and more engaged cultures. We sat down with Vlatka to learn more about her groundbreaking work and the person behind these powerful ideas.

What inspired you to develop "The Management Shift" approach?

The inspiration for developing "The Management Shift" approach stems from my lifelong passion for service, leadership, and empowering others - a journey that began in childhood when I first experienced the rewards of teaching and helping my friends learn. Over the years, I witnessed how people suffered in uninspiring, stressful workplaces, and this fuelled my determination to create a more humanised world of business. My own experiences, combined with extensive interdisciplinary research in fields such as organisational behaviour, psychology, and neuroscience, led me to believe that business could be a powerful force for good if leaders were equipped with the right mindset and tools.

This conviction crystallised during a pivotal moment in my career when I realised my purpose was to help leaders and organisations transform for the better. I developed "The Management Shift" as a practical, evidence-based framework to move organisations from rigid, command-and-control cultures to more collaborative, purposeful, and innovative environments. My mission has always been to help leaders unlock human potential, foster healthier and happier workplaces, and enable organisations to thrive in a rapidly changing world.

To describe the 5 Levels of The Management Shift briefly: at Level 1, organisations are marked by apathy, fear, disengagement, and toxic unhealthy culture; Level 2 is characterised by compliance without enthusiasm, where employees do a bare minimum just to be paid; at Level 3, a command-and-control style prevails-tasks are completed but creativity and initiative are suppressed, as employees stick strictly to instructions; Level 4sees a significant shift, with trust, collaboration, and a sense of shared purpose fostering engagement and the willingness to contribute ideas; and Level 5 represents the pinnacle, where highly innovative teams work day and night until they achieve breakthrough innovations. 

How has your thinking on leadership evolved since founding Management Shift Solutions?

Since founding Management Shift Solutions, my thinking on leadership has evolved from a primarily research-driven and theoretical perspective to a deeply practical and systemic approach. Over more than two decades of interdisciplinary research, I developed The Management Shift as a universal framework and set of tools for transformation, and I have since witnessed its transformative power in thousands of leaders and organisations worldwide. What has evolved most is the creation and continual refinement of practical tools, assessment processes, and methodologies-such as the Organisational Health Scan organisational diagnostic, that translate the theory into real-world impact.

By working closely with leaders across diverse industries and cultures, I have seen first-hand that leadership is not just about individual capability, but about fostering a collaborative, purposeful, and healthy organisational culture. My focus has shifted towards empowering leaders to create environments where people can thrive, innovation flourishes, and integrity and wellbeing are at the core. The integration of advanced technologies, such as AI-powered diagnostics, has further enabled us to provide actionable insights and tailored strategies, ensuring that our approach remains relevant and effective in today’s fast-changing world. Ultimately, my journey has reinforced the belief that human-centred, Level 4 leadership is essential for both organisational success and societal progress.

As both a professor at Hult Ashridge Executive Education and CEO of Management Shift Solutions, how do you balance these different roles, and how do they inform each other?

Balancing my roles as a professor at Hult Ashridge Executive Education and CEO of Management Shift Solutions is both rewarding and synergistic. I dedicate part of my week to executive education at Hult Ashridge, while the remainder is focused on leading and growing Management Shift Solutions. These roles are deeply interconnected: my academic work keeps me at the forefront of the latest research and leadership thinking, which I then translate into practical tools and programmes for organisations through my company.

In my teaching, I regularly incorporate The Management Shift principles, ensuring that leaders and executives not only learn about the latest theories but also gain actionable strategies to manage complexity, foster internal mobility, and create cultures of continuous professional development. This continuous feedback loop between academia and practice allows me to refine our frameworks and ensures that both my students and clients benefit from insights that are both evidence-based and proven in diverse organisational settings. Ultimately, my dual roles reinforce my mission to humanise business and empower leaders to create healthier, happier, and more purposeful workplaces.

Given the rapid technological changes and global challenges we face, what emerging leadership qualities do you believe will become essential that perhaps weren't emphasized in the past?

Over the past two decades, my work has anticipated many of the qualities that are now becoming essential for leaders in today’s rapidly changing world. While technical skills and traditional management approaches were once sufficient, it is now clear that human-centred leadership is the key to thriving amidst complexity and uncertainty. Qualities such as integrity, compassion, adaptability, and a genuine commitment to purpose have become non-negotiable. Leaders must move beyond short-term profit motives and instead create organisations that are healthy, empowering, and purposeful places where people can truly thrive, innovate, and contribute to a greater good.

The pandemic has accelerated this shift, prompting leaders and organisations to reflect on what truly matters. Now, more than ever, we need leaders who foster cultures of trust, collaboration, and continuous learning-what I call Level 4 leadership in The Management Shift framework. These leaders support autonomy, creativity, and wellbeing, transforming organisations into living systems that are resilient, ethical, and future-ready. Integrity, in particular, is becoming the main currency of the future; only those organisations that are authentic, transparent, and values-driven will sustain long-term success in the face of global challenges and technological disruption.

What’s one leadership practice you believe every organization should adopt tomorrow?

One leadership practice every organization should adopt immediately is embracing Level 4 leadership-a style rooted in empowerment, trust, and shared purpose. This means moving away from micromanagement and rigid hierarchies, and instead giving people real responsibilities, not just tasks, and trusting them to decide how, when, and where they do their work. Leaders should focus on outcomes and provide support in the background, enabling employees to unleash their creativity and potential.

Another key aspect of Level 4 leadership is distributing decision-making based on expertise rather than formal position. When those closest to the knowledge are empowered to make decisions, organisations become more agile, innovative, and resilient. This shift not only accelerates performance and engagement but also creates a healthier, happier, and more purposeful workplace-one where people genuinely want to contribute and grow. Ultimately, organisations that adopt this human-centred approach will be best positioned to thrive in a rapidly changing world.

What piece of advice would you offer to young professionals aspiring to create meaningful change in their organizations but perhaps lacking formal authority?

Never underestimate the power you hold, regardless of your position or title. Each of us has the ability to create ripples of positive change-sometimes all it takes is one email, one conversation, or one courageous action to spark transformation. I often remind young professionals that influence is not confined to those at the top; meaningful change can start with anyone who is willing to speak up, share ideas, and act with purpose.

A powerful example is the story of a woman I interviewed for my book, who worked in a large organisation and felt limited by a lack of diversity at the board level. Instead of accepting the status quo, she wrote a thoughtful email to the CEO about the need for greater representation of women. While the CEO didn’t respond immediately, her message resonated with others, spread throughout the company, and ultimately led to significant changes-including the creation of a new role for her to drive positive transformation. Her story shows that when you act with integrity and conviction, you can inspire others and create real impact, even without formal authority.

My advice is to be bold, stay true to your values, and remember that every action-no matter how small-can contribute to a healthier, more purposeful workplace. Start creating those ripples of change; you may be surprised by how far they reach. Pursue your purpose, and success will follow.

What aspect of your work brings you the most personal satisfaction?

The greatest personal satisfaction comes from witnessing the profound impact my work has on both individuals and organisations. While it is rewarding to see the hard data-such as increases in engagement, performance, and profitability-what truly inspires me is the qualitative transformation: seeing workplaces become healthier, happier, and more human. I love receiving feedback that teams are more connected, creative, and collaborative, and that a genuine sense of community and joy is emerging-whether it is colleagues coming together for shared activities or leaders describing a renewed “mojo” and positive energy in their organisations.

Perhaps most fulfilling is observing these shifts first-hand during my leadership development programmes. After the first workshop, leaders often tell me they can’t quite put into words what has changed, but the atmosphere and energy in their teams are palpably different-more open, optimistic, and innovative. For me, it is not just about improving KPIs; it is about helping people and organisations rediscover their purpose, unlock their collective potential, and become a force for good. Knowing that my work helps to create workplaces where people can thrive and find meaning is the ultimate reward.

When you are not transforming organizations, how do you spend your time?

When I am not immersed in organisational transformation, I cherish spending quality time with my family and friends, often socialising or enjoying the restorative power of nature through walks and hiking. Meditation is also an important part of my routine, helping me stay grounded and balanced.

One of my greatest passions, however, is dancing. Dance has been a lifelong love-whether it is ballroom, Latin, or, more recently, Scottish reels and Regency dancing. I find immense joy in attending historical white-tie balls, where I can dress up and step into the elegance of a bygone era. These experiences are not only magical and creatively fulfilling, but they also offer wonderful opportunities for social connection, wellbeing, and even keeping my mind sharp as I learn and remember new dance steps. Singing, especially classical music, has also played a meaningful role in my life.

Ultimately, these activities-connecting with loved ones, embracing creativity, and immersing myself in the arts-bring me happiness, help me recharge, and inspire the energy and imagination I bring to my professional work.

What's next on the horizon for you and your work?

There is always something new and exciting on the horizon for me-some people even call me an “idea machine” or a “volcano of ideas”! My passion for innovation means I am constantly developing new ways to help leaders and organisations thrive. Alongside writing books, I haqve designed software tools, created strategy board games, and am now building an online Academy for Conscious Leaders. This will make my methods and tools accessible to leaders around the world, empowering them to become future-ready and elevate their organisations to Level 4 leadership.

We are about to launch our newly redesigned Organisational Health Scan, an advanced diagnostic tool that blends AI insights with human intelligence to help organisations assess their strengths, remove blockages, and improve their culture and leadership practices. I am also forging new partnerships, such as with Waypoint Partners, to expand the reach of our leadership development and organisational transformation services-especially in areas like culture change, due diligence and post-merger integration.

For me, this isn’t just work-it is my calling and my joy. I am energised every day by the opportunity to live my purpose: to humanise business, inspire conscious leadership, and create healthier, happier workplaces. I always tell my students and clients: when you pursue your purpose, success will pursue you. That’s the philosophy guiding everything I do as I look to the future.