As a leader, it is essential to recognise that creating change is not simply about having a great idea, but nurturing it through careful execution and focusing on lasting impact. To foster the next generation of transformative leaders, Prof Frantz presents a framework called I³—a cycle of Idea, Implementation, and Impact —that has guided her leadership journey and the development of numerous initiatives.
At The University of the Western Cape (UWC), we have seen firsthand how this framework can cultivate leadership and empower others to drive meaningful change. The I³ idea of Prof Frantz has worked especially with programmes like Purpose, Environment, Equipping and People (PEEP), which supports mid-career researchers and has illuminated the power of I³ to inspire and lead.
1. Idea: Cultivating Visionary Thinking
At the heart of every breakthrough is a powerful idea. Perhaps a great idea is not enough on its own; it must be nurtured and expanded upon to become a vision for change. The role of leaders is to spark innovative thinking and guide teams through uncertainty and complexity toward new possibilities.
For example, the idea for the PEEP programme arose when Prof Frantz identified a gap: many mid-career scholars were not actively pursuing their research or professional development. This understanding inspired her to create a programme that would provide the necessary support and structure to help them relaunch their careers.
An essential part of this phase was diversity of thought. True innovation happens when we foster collaboration across different disciplines and perspectives. Prof Frantz worked with a range of coaches and experts from various fields, each bringing unique insights to the table. Through this process, they challenged traditional models and co-created a programme that supported individuals and strengthened the institution and the broader academic community.
Leaders must create environments that nurture curiosity, encourage bold thinking, and empower teams to contribute diverse perspectives. Through this, we can ensure that ideas transform into something with real potential.
2. Implementation: Turning Vision into Action
Once the idea was crystallised, the next step was to bring it to life. Execution requires resilience and adaptability. “I’ve learned that good ideas can often face obstacles during implementation, and success requires overcoming hurdles with perseverance,” says Prof Frantz.
In the case of the PEEP programme, securing the necessary funding and collaborating with external partners were crucial steps to make the idea a reality. However, the journey was complex and sometimes chaotic, requiring the ability to manage multiple moving parts while staying focused on the larger vision. From organising logistics to addressing unexpected challenges, the ability to pivot and stay agile was key to maintaining momentum.
Implementation is where leadership is truly tested. It requires leaders to balance strategic vision with operational management, ensuring that the ideas move forward smoothly and effectively. It’s not just about the initial action; it’s about maintaining focus and energy through the ups and downs.
3. Impact: Measuring Success by the Change It Creates
The final and most important step in the I³ framework is impact. The true success of a project is reflected not in its initial conception or execution but in the lasting difference it makes. Leaders must ensure that their actions have real, measurable, and sustainable outcomes.
With PEEP, the impact has been extraordinary. The programme began within a single institution but has now expanded to South Africa, Botswana, and Namibia. The outcomes speak for themselves: participants have advanced in their careers, secured promotions, assumed leadership roles, and made tangible contributions to their institutions and communities. The academic achievements of programme participants, such as publishing research and obtaining funding, demonstrate that the ripple effect of this work goes far beyond its initial framework.
Impact is the ultimate measure of leadership. It’s about creating lasting, positive change that continues to evolve long after the programme or initiative concludes. It is leaders’ responsibility to ensure that the work they do leaves a profound legacy that lasts far beyond their involvement.
Bringing It All Together: The Power of I³
The ‘I Cubed’ framework is not merely a process — it is a mindset that connects vision with action and results. By embracing this cycle of Idea, Implementation, and Impact, leaders can shape the future, turn their vision into tangible outcomes, and create profound and lasting changes in their organisations and communities.
Key Takeaways for Aspiring Leaders:
- Foster creativity and collaboration within your team to inspire innovative ideas.
- Focus on clear execution and agile management to translate ideas into action.
- Measure and evaluate impact to ensure your work generates meaningful
and sustainable change.
“By following the principles of the I³ framework, future leaders can not only transform their organisations but also inspire those they lead to make a lasting difference in the world.
Through initiatives like (Purpose, Environment, Equipping and People) PEEP, (Interdisciplinary, Mentorship Programme for Advancing Collaborative Transformation) IMPACT, and (Research, Excellence for Advanced Leaders) REAL, we have witnessed the power of this framework in action and I believe it has the potential to drive significant transformation. I encourage every emerging leader to embrace this approach and make a profound impact on the world around them.” - says Prof Frantz.
Below is the breakdown of each initiative:
At The University of the Western Cape (UWC), we have seen firsthand how this framework can cultivate leadership and empower others to drive meaningful change. The I³ idea of Prof Frantz has worked especially with programmes like Purpose, Environment, Equipping and People (PEEP), which supports mid-career researchers and has illuminated the power of I³ to inspire and lead.
1. Idea: Cultivating Visionary Thinking
At the heart of every breakthrough is a powerful idea. Perhaps a great idea is not enough on its own; it must be nurtured and expanded upon to become a vision for change. The role of leaders is to spark innovative thinking and guide teams through uncertainty and complexity toward new possibilities.
For example, the idea for the PEEP programme arose when Prof Frantz identified a gap: many mid-career scholars were not actively pursuing their research or professional development. This understanding inspired her to create a programme that would provide the necessary support and structure to help them relaunch their careers.
An essential part of this phase was diversity of thought. True innovation happens when we foster collaboration across different disciplines and perspectives. Prof Frantz worked with a range of coaches and experts from various fields, each bringing unique insights to the table. Through this process, they challenged traditional models and co-created a programme that supported individuals and strengthened the institution and the broader academic community.
Leaders must create environments that nurture curiosity, encourage bold thinking, and empower teams to contribute diverse perspectives. Through this, we can ensure that ideas transform into something with real potential.
2. Implementation: Turning Vision into Action
Once the idea was crystallised, the next step was to bring it to life. Execution requires resilience and adaptability. “I’ve learned that good ideas can often face obstacles during implementation, and success requires overcoming hurdles with perseverance,” says Prof Frantz.
In the case of the PEEP programme, securing the necessary funding and collaborating with external partners were crucial steps to make the idea a reality. However, the journey was complex and sometimes chaotic, requiring the ability to manage multiple moving parts while staying focused on the larger vision. From organising logistics to addressing unexpected challenges, the ability to pivot and stay agile was key to maintaining momentum.
Implementation is where leadership is truly tested. It requires leaders to balance strategic vision with operational management, ensuring that the ideas move forward smoothly and effectively. It’s not just about the initial action; it’s about maintaining focus and energy through the ups and downs.
3. Impact: Measuring Success by the Change It Creates
The final and most important step in the I³ framework is impact. The true success of a project is reflected not in its initial conception or execution but in the lasting difference it makes. Leaders must ensure that their actions have real, measurable, and sustainable outcomes.
With PEEP, the impact has been extraordinary. The programme began within a single institution but has now expanded to South Africa, Botswana, and Namibia. The outcomes speak for themselves: participants have advanced in their careers, secured promotions, assumed leadership roles, and made tangible contributions to their institutions and communities. The academic achievements of programme participants, such as publishing research and obtaining funding, demonstrate that the ripple effect of this work goes far beyond its initial framework.
Impact is the ultimate measure of leadership. It’s about creating lasting, positive change that continues to evolve long after the programme or initiative concludes. It is leaders’ responsibility to ensure that the work they do leaves a profound legacy that lasts far beyond their involvement.
Bringing It All Together: The Power of I³
The ‘I Cubed’ framework is not merely a process — it is a mindset that connects vision with action and results. By embracing this cycle of Idea, Implementation, and Impact, leaders can shape the future, turn their vision into tangible outcomes, and create profound and lasting changes in their organisations and communities.
Key Takeaways for Aspiring Leaders:
- Foster creativity and collaboration within your team to inspire innovative ideas.
- Focus on clear execution and agile management to translate ideas into action.
- Measure and evaluate impact to ensure your work generates meaningful
and sustainable change.
“By following the principles of the I³ framework, future leaders can not only transform their organisations but also inspire those they lead to make a lasting difference in the world.
Through initiatives like (Purpose, Environment, Equipping and People) PEEP, (Interdisciplinary, Mentorship Programme for Advancing Collaborative Transformation) IMPACT, and (Research, Excellence for Advanced Leaders) REAL, we have witnessed the power of this framework in action and I believe it has the potential to drive significant transformation. I encourage every emerging leader to embrace this approach and make a profound impact on the world around them.” - says Prof Frantz.
Below is the breakdown of each initiative:
| During this programme, we provide mid-career researchers with professional coaching support and academic mentoring to facilitate their advancement and establish them as leading researchers. The program is designed to offer a structured development pathway that includes: 1. International Exchange Opportunities: Participants will have the opportunity to engage in an international exchange with a partner university, enabling them to build global research networks, collaborate on projects, and gain international exposure. 2. Targeted Mentorship and Coaching: Each researcher will receive one-on-one mentorship and coaching focused on key areas identified as essential for their academic growth. This tailored support will help participants achieve career milestones such as NRF rating, research leadership, and progression to Associate Professor or Professor levels. 3. Workshops on Research Advancement: A series of specialised workshops will be facilitated, focusing on:
5. Peer Coaching and Communities of Practice: To foster a collaborative research culture, mid-career researchers will engage in peer coaching and networking activities, strengthening their support system within and beyond UWC. |
Staff members who have had their PhD for more than 5 years and have been in the higher education sector for at least 10 years. |
| This project focuses on the continued development of a select group of mid-career researchers who were initially part of the Mid-Career Researchers program "PEEP" (Purpose Environment Equipping and People) cohort. The primary objective of the original cohort was to transition these researchers into leadership roles within their respective fields. Recognising the progress made and the potential for even greater impact, a need for further support was identified to provide these researchers with the opportunity to advance their research endeavours. This initiative aims to provide the necessary resources and mentorship to empower these emerging leaders to achieve significant breakthroughs and contribute to the broader research community at an even higher level. |
Staff members who have completed the PEEP program and are in the process of becoming established researchers. |
| This project supports leading researchers from various disciplines, encouraging them to collaborate and tackle challenges related to the SDGs. This initiative is about funding and fostering a culture where ideas could intersect and evolve in unexpected ways. | Staff members who are leading researchers who have established themselves in their respective fields and are or have been NRF-rated. |
