Robert Hanig is an internationally recognized leader in the field of Organizational Learning and Systems Change.  He is a founding member of the Academy for Systems Change (, a founding member of the Systems Leadership Institute (Society for Organizational Learning) a founding member of the Society for Organizational Learning (, and the founder of RLH Consulting.  He was formerly a Vice President at Arthur D. Little, where he led the Global Leadership Practice and directed both the companies’ public training offerings and in-house programs for clients focused on Leadership Development and Large System Change. Robert’s client list includes: The World Bank, The International Finance Corporation, The International Monetary Fund, State Street, California Department of Education, Bharti Airtel, BP, Saudi Arabia Basic Industries Corporation (SABIC), and the Leadership Development Centre of New Zealand. He also works extensively with Peter Senge and served as a member of the governing council of the Society for Organizational Learning.

Prior to joining Arthur D. Little, Mr. Hanig was President of D.M.A., Inc., an international training company working at the leading edge of individual and collective innovation. He has also held senior management positions at companies including Apollo Computer/ Hewlett Packard, High Voltage Engineering and Erewhon Foods.

Mr. Hanig is currently directing a long-term project in the design and delivery of integrated leadership development programs and associated change interventions for the World Bank Group and the International Monetary Fund.    His approach encompasses three levels of leadership including: Executive, Managerial and Supervisory.  He is also a member of a cross disciplinary team working with the California Department of Education and the New York City Department of Education to combine elements of Systems Thinking, Collective Impact and Equity in the K-12 context on a state and regional level.

For a global energy company, Mr. Hanig designed and led a multi-year intervention using the tools and methodologies of organizational learning to transform a mix of refineries into a world class manufacturing system. This was accomplished through the design and delivery of capacity building sessions, team coaching, and side-by-side consulting with group Vice Presidents and business unit Managing Directors. This intervention helped expand the mindset of key leaders and develop the behaviors and structures needed to build a more global and integrated system. After only a short period of time, the successful transfer of learning organization tools and know-how became evident at the corporate, regional and business unit levels.

Mr. Hanig has written various articles as well as contributed case studies for books such as The Dance of Change co-authored by Peter Senge. His article in the June, 2005 issue of Harvard Business Review describes his key contribution to First Level Leaders, a worldwide leadership development program at BP.  He has consulted with companies throughout North America, Europe, the Caribbean, Africa, Asia, Australia, New Zealand, and the Middle East in areas including leadership, organizational learning and change, collective impact and innovation.  He resides with his wife in Sudbury, Massachusetts.