Keynote / open class
For opening a theme and building shared language in associations, business schools, founder communities or internal company settings.
Business & Programs
Design a learning event as an entry point for organizational change.
S&RH works with founders, executive teams and organizations to choose the right mix of public talks, workshops, organization projects and long-term fellowship.
Core Model
Centennial Ecosystem House Model
The public site presents the model's positioning, use cases and collaboration direction. Diagnostic tools, workshop design and detailed operating methods are developed only in formal client work.
Public layerPositioning and use casesSemi-public layerFramework outlinePrivate layerClient delivery
Delivery System
Flexible forms of delivery
Past workshop themes are not presented as isolated courses. They are reorganized into light entry points, deeper workshops, organization projects and long-term fellowship mechanisms.
Experience workshop
A light entry around emotion, GROW, strengths, DISC collaboration, conflict, coaching conversations or facilitation.
System workshop
For deeper work on 5R leadership, 4F awareness dialogue, six living systems, team performance coaching, mindful leadership and coaching-style leadership.
Organization project
For executive alignment, cross-functional collaboration, talent pipeline, culture and strategic consensus.
Annual fellowship
Combines organization projects, long-term coaching, review mechanisms and Shuodu Academy into continuous action and ecosystem connection.
Course Families
Program and organization solution matrix
Each program can stand alone, or be embedded into a 3-6 month organization project, annual coaching program or long-term fellowship.
Best Year Program
For annual personal planning, team alignment or pre-project direction setting.
Seed Coach Program
Builds listening, questioning, feedback and review capability inside organizations.
5R Leadership and Dao De Jing
Translates classical wisdom into leadership pause, boundaries, humility and lighter governance.
5R Focused Goals and Gamified Life
Supports goal clarification, action commitment, rhythm design and continuous review.
5R + 4F + Six Living Systems
Uses 5R as a leadership and review frame, 4F to clarify facts, feelings, needs and requests, and six living systems to examine whether team actions support growth.
Coaching-style Leadership and Team Performance
For executive collaboration, cross-functional work, team review and performance improvement.
Ecosystem Enterprise Development System
Connects business model, organizational mechanisms, cultural continuity and long-term fellowship.
Finding What Remains in the AI Era
For professionals and managers to revisit values, roles, energy and action choices in changing environments.
Practice Scenes
Representative practice scenes
These practice scenes address real issues faced by leaders, teams and organizations. Depending on the depth of the partnership, the work can be a workshop, team co-creation, a 3-6 month organization project or a long-term partnership.
Manager transition and organizational expansion
When a business expands across functions or units, managers face changes in role, perspective and influence. Jianhui helps them clarify position, relationships, collaboration boundaries and decision rhythm.
Founder and executive team strategy execution
Many companies do not lack strategy or performance targets. The hard part is whether the leadership team has built trust, alignment, commitment and review mechanisms.
Cross-functional collaboration and friction
Under pressure, teams may work hard in silos while losing collective force. The work is to identify blocks in communication, boundaries, responsibility and trust.
Professional development and life direction
For professional communities, workshops on Life Tree, Ikigai and the AI era help participants understand capability, identity, value and long-term direction.
Governance in mission-driven and growing organizations
The work attends to mission, governance, resources, team relationships and sustainability, so goodwill can be supported by clearer structures and action.
The common thread is to help leaders and teams see the system behind surface problems, then turn insight into action that can be reviewed.
Cases & Takeaways
What can participants take back from the room?
This section presents the design of the immediate outputs from a class or workshop. It does not turn a single event record into a claim about long-term impact for every participant.
One organizational truth card
Record observed facts, the first judgment, alternative explanations and the evidence still needed. Separate “I think” from “I know.”
One conversation to open
Identify whose perspective still needs to be heard, what needs to be checked and which question should return to the team.
One action experiment
Define an action to start within 48 hours, who owns it and what to observe, then set a 30-day review. This is action design, not a promise of long-term change.
Anonymized cases follow the structure of scene and issue, work done and observable change. Immediate outputs answer what participants record in the room and where they can continue testing it. Named collaborations remain separate and do not imply a long-term performance guarantee.
Cases & Collaboration
Anonymized cases and named public collaborations
Each anonymized case answers three questions: scene and issue, work done and observable change. Named collaborations record facts already publicly promoted or supported by a clear appointment or member-event record.
North America | A senior executive and the leadership team
- Scene and issue
- In a fast-growing software technology company, a senior executive and the leadership team were facing unclear direction and an emerging leadership style.
- What was done
- Interviews, assessment, team co-creation and ongoing coaching focused on direction, role clarity and leadership practice.
- Observable change
- The work helped clarify the next direction and support a clearer leadership practice.
Southeast Asia | An electronics technology company
- Scene and issue
- A newly formed cross-regional core team was still building trust and working relationships.
- What was done
- CEO and core-member interviews, team coaching and one-to-one coaching focused on trust, listening, communication and shared accountability.
- Observable change
- The work supported a foundation for collaboration through trust, listening, communication and shared accountability.
A nationwide education foundation | Performance and seed-coach development
- Scene and issue
- The organization was working on performance improvement and staged development of internal seed coaches.
- What was done
- One-to-one coaching, group coaching and staged review supported managers in bringing coaching-style communication back into the organization.
- Observable change
- The work supported clearer communication, greater relational transparency and coordinated action.
An international logistics enterprise | Ongoing CEO and team development
- Scene and issue
- In a cross-border, multi-team setting, the CEO and team needed to bring leadership practice into daily operations.
- What was done
- Ongoing one-to-one coaching for the CEO was combined with team training around delegation, communication, management rhythm and organizational collaboration.
- Observable change
- The work supported leadership practices becoming part of daily operations.
A multinational logistics company university | China-region middle and senior management training
- Scene and issue
- A multinational logistics company university provided management and leadership training for middle and senior managers in China.
- What was done
- The training brought coaching-style dialogue, leadership practice and organizational collaboration into the learning setting.
- Observable change
- The public page shows the participant group and delivery direction only. Specific feedback, transfer and business outcomes require separate authorization.
Existing practice scenes involve technology, logistics, education, finance and manufacturing, across multinational, private and public-sector organizations.
Jiasu Education | Employee training and mentor appointment
Invited to deliver From the Body of the Organization to a Centennial Ecosystem for Jiasu Education employees, and appointed as a friend of Jiasu Education, acceleration mentor and promotion ambassador.
ACCA member workshops | Three in-person programs on personal and professional development
Open for registration to paying ACCA members, the three-part series used gamified experiences, coaching dialogue and structured tools to explore personal growth, career development and professional turning points: finding roots, forging the sword and drawing the map.
Long-term Fellowship
Shuodu Zhixingzhe Academy
A long-term fellowship entry that connects humanities, coaching dialogue, business action and SEA review.
Annual Path
View Shuodu AcademySix chapters in year one, three years of fellowship.
The first year builds cognition and governance; the second year expands into innovation and generational themes; the third year integrates system, succession and ecosystem expression.
Suitable partners
Entrepreneurs, founders, executive teams, professional service firms, business schools, associations and mission-driven leaders.
Contact