Indra Klavins
After working with Indra Klavins, leaders see their organizations more clearly. They learn to uncover the hidden dynamics shaping execution, identify what's actually slowing progress, and build the shared understanding needed to make better decisions with confidence.
Organizations rarely struggle because people don't care. They struggle because leaders can't always see how work is actually getting done.
Indra Klavins helps leaders make the invisible visible.
An organizational diagnostician, strategist, and speaker, Indra specializes in helping leaders uncover the hidden dynamics that shape execution—communication patterns, coordination gaps, decision-making, relationship networks, and the invisible work that keeps organizations moving. By making these dynamics visible, leaders gain the clarity to solve the right problems instead of treating symptoms.
Drawing on more than 15 years of experience leading operations, organizational transformation, and large-scale change initiatives, Indra has guided teams through growth, restructurings, and complex cross-functional challenges at organizations including Verizon, WeWork, and TD Ameritrade.
Her signature frameworks—including The Glue Work Framework—give audiences practical ways to recognize the invisible forces influencing performance, culture, and collaboration. Rather than offering generic leadership advice, she equips people with new ways of seeing their organizations so they can make better decisions, navigate complexity, and create lasting operational change.
Whether speaking to executives, people leaders, consultants, or cross-functional teams, Indra combines compelling stories, practical tools, and systems thinking to help audiences leave with something more valuable than inspiration: a shared understanding of what is really happening inside their organizations and what to do next.
Signature Topics
– Organizational sensemaking and hidden dynamics
– Making invisible work visible
– Building shared understanding across teams
– Leading through complexity, uncertainty, and change
– Communication, coordination, and organizational trust
– Diagnosing organizational friction before it becomes organizational failure
Organizations rarely struggle because people don't care. They struggle because leaders can't always see how work is actually getting done.
Indra Klavins helps leaders make the invisible visible.
An organizational diagnostician, strategist, and speaker, Indra specializes in helping leaders uncover the hidden dynamics that shape execution—communication patterns, coordination gaps, decision-making, relationship networks, and the invisible work that keeps organizations moving. By making these dynamics visible, leaders gain the clarity to solve the right problems instead of treating symptoms.
Drawing on more than 15 years of experience leading operations, organizational transformation, and large-scale change initiatives, Indra has guided teams through growth, restructurings, and complex cross-functional challenges at organizations including Verizon, WeWork, and TD Ameritrade.
Her signature frameworks—including The Glue Work Framework—give audiences practical ways to recognize the invisible forces influencing performance, culture, and collaboration. Rather than offering generic leadership advice, she equips people with new ways of seeing their organizations so they can make better decisions, navigate complexity, and create lasting operational change.
Whether speaking to executives, people leaders, consultants, or cross-functional teams, Indra combines compelling stories, practical tools, and systems thinking to help audiences leave with something more valuable than inspiration: a shared understanding of what is really happening inside their organizations and what to do next.
Signature Topics
– Organizational sensemaking and hidden dynamics
– Making invisible work visible
– Building shared understanding across teams
– Leading through complexity, uncertainty, and change
– Communication, coordination, and organizational trust
– Diagnosing organizational friction before it becomes organizational failure
Nobody Asked Us: What leaders miss when they force teams together and what to do about it
Most organizational change doesn't fail because the strategy was wrong. It fails because leaders misread what's happening after the announcement.
They mistake silence for alignment. They label uncertainty as resistance. They focus on personalities instead of systems. They overlook the invisible losses that quietly erode trust, coordination, and...
