About Us

We are a strategy consulting company focused on helping our clients develop capabilities to become dynamic, agile and resilient. With such capabilities, our client companies develop a context-sensitivity so that they can speedily design and execute strategy according to context, irrespective of whether the business environment is stable or rapidly changing. Our difference from other management consultancies is that we integrate the deep analysis required for traditional strategic planning with an ethnography-oriented methodology that helps clients discover their souls and values of their organizations. By aligning soul, culture, and strategy, we help our clients discover dramatic and sustained improvements in work-cultures and profit lines.

Our Belief!
Some companies believe that when they see a competitor drowning, they should put a turned-on fire hose into its mouth. We are not that type of company. There are other companies that believe that one should not be evil—they practice a passive kind of goodness. We are not that type either. We believe we must actively do good in the world. At the core of Vivékin is the thinking of collective profits that drives the Ubuntu philosophy in sub-Saharan Africa: I am because we are. As Nelson Mandela put it, “Ubuntu does not mean that people should not enrich themselves. The question therefore is: Are you going to do so in order to enable the community around you to be able to improve?” What this means for Vivékin is that we are focused on thinking “beyond-me, beyond-bottom-line.” We work in the spirit of collective benefit—this spirit infuses every interaction a Vivékin employee has with everybody else—fellow-employees, clients, collaborators, communities. Our efforts with Aksharavani, a school for children of migrant laborers in India, is a small expression of this spirit. An early illustration of how we combine our knowledge of business with the spirit of collective benefit is in VirtualO, a company for Deaf artists (an effort that today will be termed social entrepreneurship); we conceptualized VirtualO in 2000 and successfully ran it from 2001 to 2006.