Stewarding an Institution That Learns
The work of STRLDi is organised through three institutional pillars, each carrying a distinct responsibility while contributing to one integrated learning institution. Together they ensure that STRLDi continually strengthens its capacity to understand persistent issues, develop leaders, build partnerships and steward long-term transformation.
At this stage of the Institute’s development, several leaders carry responsibilities across more than one pillar. This reflects STRLDi’s deliberate approach to institution building, where leadership grows alongside organisational capability. As the Institute expands, these responsibilities will progressively mature into dedicated offices and specialist appointments.
PILLAR I
Leadership & Institutional Stewardship
Purpose
To provide strategic direction, institutional governance, organisational learning and operational stewardship, ensuring that STRLDi remains a disciplined learning institution capable of sustaining its mission over generations.
Executive Director
Current Steward: Ms Sheila Damodaran
Provides overall leadership of the Institute and stewards its vision, philosophy, research agenda, strategic direction and institutional development. The Executive Director ensures coherence across all three institutional pillars and represents STRLDi nationally, regionally and internationally.
Advisory Council
Status: To be constituted
Provides independent strategic advice and institutional guidance to the Executive Director. The Council strengthens long-term thinking, institutional integrity and strategic positioning while preserving STRLDi’s purpose and values.
Office of Institutional Learning & Reflection
Current Steward: Rea
Serves as the organisational learning engine of STRLDi. The Office observes, documents and reflects upon the Institute’s work, ensuring that every engagement contributes to institutional knowledge and continuous improvement.
The Office also stewards the Five Institutional Stewardship Platforms:
- Knowledge Stewardship
- Learning Stewardship
- Partnership Stewardship
- Innovation Stewardship
- Systems Stewardship
Executive Secretariat
Current Steward: Rea
Coordinates executive governance by preparing agendas, recording decisions, monitoring implementation of action items and maintaining institutional records.
The Secretariat ensures that organisational commitments are translated into disciplined action while preserving continuity across the Institute.
Corporate Operations & Services
Future Office
Responsible for:
- Human Resources
- Finance
- Administration
- Procurement
- Information Technology
- Legal & Institutional Protection
- Governance Support
This office provides the operational foundation upon which every other pillar depends.
PILLAR II
Client Solutions & Delivery
Purpose
To help governments, organisations and communities understand persistent issues, strengthen leadership capability, co-create transformation strategies and build lasting institutional capacity.
Research & Systems Diagnostics
Current Steward: Nancy
Leads the Institute’s research agenda through systemic inquiry, behavioural analysis, policy research and organisational diagnostics.
Responsible for:
- National and regional research
- Systems diagnostics
- Publications
- Behaviour Over Time analysis
- System archetype development
- Research partnerships
Leadership Development
Current Steward: Bernice
Designs and delivers learning programmes that strengthen leaders’ capacity to understand complexity, facilitate collaboration and steward long-term transformation.
Responsible for:
- Executive programmes
- Learning Organisation programmes
- Facilitator development
- Curriculum design
- Leadership capability
Strategy Steward Labs
Current Steward: Ms Sheila Damodaran
Facilitates collaborative laboratories where governments, institutions and communities jointly translate systemic understanding into coordinated implementation strategies.
Responsible for:
- Strategy Labs
- Cross-sector facilitation
- Executive dialogue
- Shared vision development
- Strategy stewardship
Monitoring, Evaluation & Learning (MEL)
Future Office
Ensures that implementation generates measurable learning and continual improvement.
Responsible for:
- Monitoring
- Evaluation
- Learning reviews
- Impact assessment
- Continuous improvement
Digital Knowledge Platform
Current Steward: Monty
Develops and manages STRLDi’s digital knowledge infrastructure.
Responsible for:
- Knowledge repositories
- Digital publications
- AI-enabled knowledge systems
- Research archives
- Institutional memory
- Website development
Monty also supports Nancy in strengthening the Institute’s long-term research capability.
Office of Policy, Strategy & National Transformation
Future Office
Transforms research findings into practical policy advice, institutional reform programmes and national transformation strategies.
Responsible for:
- Policy advisory
- Strategy development
- National planning support
- Institutional reform
- Executive advisory
Office of International Programmes
Future Office
Coordinates STRLDi’s work across Africa and internationally.
Responsible for:
- Regional programmes
- International partnerships
- Cross-country learning
- Programme coordination
- Global institutional collaboration
PILLAR III
Strategic Partnerships & Growth
Purpose
To build trusted relationships, mobilise resources and cultivate the institutional ecosystem through which STRLDi’s work grows in reach, relevance and long-term impact.
Government Relations & Strategic Communications
Current Steward: Brunoh
Leads engagement with:
- National Government
- Ministries
- Public Service Leadership
- Government Agencies
- National Planning Institutions
Also coordinates public communications, media engagement and strategic messaging.
Economic Partnerships & Development Cooperation
Current Steward: Mr Tema
Develops strategic relationships with:
- Private Sector
- Development Partners
- International Agencies
- Investors
- Philanthropic Organisations
Also leads proposal development and resource mobilisation.
Institutional & Professional Partnerships
Current Steward: Mabua
Builds relationships with:
- Parastatals
- Professional Bodies
- Industry Associations
- Statutory Organisations
Strengthens professional collaboration and institutional learning.
Community, Knowledge & Regional Partnerships
Current Steward: Coach
Leads engagement with:
- Local Government
- Dikgosi and Traditional Leadership
- Universities
- Research Institutions
- Civil Society
- SADC and Regional Organisations
Coach also oversees the development of regional Communities of Practice and cross-border learning initiatives.
Proposal Development & Resource Mobilisation
Current Steward: Mr Tema (until a dedicated office is established)
Coordinates:
- Expressions of Interest
- Grant proposals
- Consultancy submissions
- Funding applications
- Strategic investment opportunities
Membership Office
Future Office
Develops and stewards the STRLDi learning community through:
- Individual Members
- Institutional Members
- Fellows
- Associates
- Alumni
- Friends of STRLDi
The Membership Office will become a significant contributor to the Institute’s long-term sustainability and recurring revenue.
Communities of Practice (CoPs)
Current Coordination: Coach
Supports the development of thematic learning communities where practitioners continue collaborating beyond individual projects.
Communities of Practice strengthen peer learning, innovation and professional exchange across sectors.
Conferences, Strategic Dialogues & Executive Forums
Shared Responsibility
Led collaboratively across the partnership team, these platforms bring together leaders from government, business, academia and civil society to explore persistent issues and co-create new possibilities for transformation.
Knowledge & Public Engagement
Current Coordination: Brunoh, with support from Monty
Responsible for ensuring that STRLDi’s knowledge reaches wider audiences through:
- Publications
- Media engagement
- Website
- Podcasts
- Blogs
- Social media
- Public lectures
- Executive briefings
Leadership Development Pathway
STRLDi is intentionally developing future institutional leaders.
Current stewardship arrangements reflect both present responsibilities and future organisational growth.
| Current Steward | Current Role | Long-Term Development Pathway |
|---|---|---|
| Ms Sheila Damodaran | Executive Director | Institutional Steward and Founder |
| Rea | Office of Institutional Learning & Reflection & Executive Secretariat | Transition to Leadership Development, supporting Bernice while continuing to steward institutional learning |
| Nancy | Research & Systems Diagnostics | Director of Research |
| Bernice | Leadership Development | Director of Leadership Development |
| Monty | Digital Knowledge Platform | Director of Digital Knowledge & Research Systems, supporting Nancy and leading the Digital Knowledge Platform |
| Brunoh | Government Relations & Strategic Communications | Director of Government Relations & Public Engagement |
| Mr Tema | Economic Partnerships & Development Cooperation | Director of Strategic Partnerships & Resource Mobilisation |
| Mabua | Institutional & Professional Partnerships | Director of Institutional Partnerships |
| Coach | Community, Knowledge & Regional Partnerships | Director of Regional Partnerships, Communities of Practice and SADC Engagement |
Building an Institution Through Stewardship
The roles presented above represent more than a distribution of responsibilities. They reflect STRLDi’s philosophy that institutions are built through stewardship, disciplined learning and shared purpose. As the Institute grows, today’s stewards will mentor future leaders, new offices will emerge and additional expertise will be incorporated. The architecture is therefore designed not merely to support the work of today, but to enable STRLDi to remain a resilient learning institution serving Botswana, Southern Africa and the wider international community for generations to come.
Systems Thinking Research & Leadership Development Institute (STRLDi) 