KLEST is a design, research and systems design practice.

We work at the intersection of organisational intelligence, capability architecture, and structural design, with enterprises and academic institutions navigating consequential change.

KLEST is a design research and systems design practice that works at the intersection of

Organisational intelligence, capability architecture, & systems
co-design

With enterprises and academic institutions
navigating consequential change.

How we began

Our Story

KLEST began at the convergence of two questions, one about ecosystems, one about who gets heard within them. Sustainability without inclusivity becomes rigid. Inclusivity without structure becomes diffuse. What endures are systems that integrate both.

How we think

Approach

KLEST treats organisations as living systems under pressure. Strength under pressure comes from how a system distributes risk and how quickly capability compounds once it exists.

Who we work with

Intelligence Network

KLEST runs as a distributed lab. The network expands and contracts with each engagement, drawing on advisors, domain specialists, research collaborators, and implementation partners as the work requires.

Approach

Every organisation KLEST works with is dealing with the same underlying condition: change is outrunning the systems built to manage it. Technology accelerates faster than governance can adjust to it. Expertise goes out of date faster than curricula get rewritten. Decisions get made faster than most institutions can absorb them.

Under those conditions, an organisation’s strength depends less on what it decides and more on how it is built to decide: how it distributes risk, how it integrates different kinds of intelligence, human and artificial, and how quickly capability compounds once it exists.

How we work

A business navigating market disruption and a business navigating a leadership transition are carrying different pressures. The method holds for both.

01 / 05

Research and strategy comes first.


We map how decisions We map how decisions actually get made inside your organisation, which is rarely the same as how the org chart or the strategy deck says they get made.

02 / 05

Design follows from what that research finds.

We build the structure, governance model, or capability system around what your organisation already has and what it can actually run, not what looks impressive in a proposal.

03 / 05

We co-design it with the people who will use it.

A governance structure shaped without the managers who operate it gets worked around within a year. A strategy handed down without the team who executes it gets nodded at in the meeting and ignored after. Building it with them means it already belongs to them by the time it launches.

04 / 05

We embed to run the first live quarter.

A strategy on paper tells you nothing about how it holds under real market pressure, so we stay inside the organisation while it runs, and rebuild against what actually happens.

05 / 05

Then we train the people who will own it.


We stay until they can run the system, adjust it under pressure, and hand it to whoever leads the team next.

An engagement ends when the capability we built is running under your own leadership's name.

A business navigating market disruption and a business navigating a leadership transition are carrying different pressures. The method holds for both: understand how decisions actually get made before touching them, build it with the people who live inside it, stay long enough to make sure it survives your absence.

1. Research & Strategy

Understanding the systems that shape learning, work, and adaptation.

We investigate the forces influencing people and organizations: from emerging technologies and industry shifts to educational needs and human behaviors. Through research, foresight, and systems thinking, we uncover opportunities for meaningful and sustainable transformation.

02. Design

Translating insight into experiences, frameworks, and interventions.

Drawing from our research, we design learning systems, strategic frameworks, experiences, capability-building programs, and tools that help individuals and organizations build the skills and mindsets needed to thrive in changing contexts.

03. Testing and Iteration

De-risking change through evidence and iteration.

Rather than relying on assumptions, we validate ideas through structured pilots and stakeholder feedback. This creates confidence in decision-making and supports sustainable transformation.

How we work

An enterprise under market pressure and an academic institution navigating generational turnover are carrying different problems. The method holds for both.

01 / 05

Research and strategy comes first.

We map how decisions actually get made inside an organisation, which is rarely the same as how the org chart says they get made.

02 / 05

Design follows from what that research finds.

We build the structure to leverage what already exists and what the organisation can run.

03 / 05

We co-design it with the people who will use it.

A curriculum shaped without the faculty who teach it gets taught reluctantly. A governance structure shaped without the managers who operate it gets worked around within a year. Building it with them means it already belongs to them by the time it is finished.

04 / 05

We embed to run the first live version.

A system on paper tells you nothing about how it holds under real pressure, so we stay inside the organisation while it runs, and rebuild against what actually happens.

05 / 05

Then we train the people who will own it.

We stay until they can run the system, adjust it under pressure, and be able to teach it to whoever comes after them.

An engagement ends when the capability we built is running under someone else's name.

An enterprise under market pressure and an academic institution navigating generational turnover are carrying different problems. The method holds for both: understand the system before touching it, build it with the people who live inside it, stay long enough to make sure it survives your absence.

Our Story

Where two lines of inquiry converged

KLEST began as two separate questions, asked by two people who had not yet met.

Both founders spent their early careers in industry, in environments where decisions carried consequence and execution was judged on whether it held up, not on whether it looked good. Khushboo built strategies and innovations for the luxury industry. Lakshmi designed buildings and spaces where a bad decision showed up in concrete, not in a slide deck. Inside both, a different question kept surfacing.

For Khushboo, the question was structural: how do you design a system that creates value without exhausting what it depends on? Her work across global product development and manufacturing kept returning to the same friction. Sustainability was treated as a compliance exercise when it was actually a systems problem. The inquiry moved from product to process, from output to architecture, and eventually to education, because a system stays sustainable and grows only if the people running it keep thinking that way.

For Lakshmi, the question was relational: who shapes the system, and who gets left out of it? Trained as an architect, with a master’s in architectural design from Sheffield, she moved from designing physical space to studying who that space actually served. A decade spent teaching and researching across institutions, sharpened the question further. Inclusivity is not a value added to a system afterward. It is a structural feature, either designed in or left out.

The two questions turned out to be the same question, asked from different directions.

Sustainability without inclusivity becomes rigid. Inclusivity without structure becomes diffuse. What endures are systems that integrate both.

KLEST began at that convergence:

industrial discipline meeting educational depth,  sustainability treated as long-horizon design, inclusivity treated as structural intelligence rather than sentiment.

That is still how the practice works. Research first. Structure aligned to ambition. Capability built to outlast the engagement that funded it.

Our story


Where two lines of inquiry converged

KLEST began as two separate questions, asked by two people who had not yet met.

Both founders spent their early careers in industry, in environments where decisions carried consequence and execution was judged on whether it held up, not on whether it looked good. Khushboo built strategies and innovations for the luxury industry. Lakshmi designed buildings and spaces where a bad decision showed up in concrete, not in a slide deck. Inside both, a different question kept surfacing.

For Khushboo, the question was structural: how do you design a system that creates value without exhausting what it depends on? Her work across global product development and manufacturing kept returning to the same friction. Sustainability was treated as a compliance exercise when it was actually a systems problem. The inquiry moved from product to process, from output to architecture, and eventually to education, because a system stays sustainable and grows only if the people running it keep thinking that way.

For Lakshmi, the question was relational: who shapes the system, and who gets left out of it? Trained as an architect, with a master’s in architectural design from Sheffield, she moved from designing physical space to studying who that space actually served. A decade spent teaching and researching across institutions, sharpened the question further. Inclusivity is not a value added to a system afterward. It is a structural feature, either designed in or left out.

The two questions turned out to be the same question, asked from different directions.

Sustainability without inclusivity becomes rigid. Inclusivity without structure becomes diffuse. What endures are systems that integrate both.

KLEST began at that convergence:

industrial discipline meeting educational depth,  sustainability treated as long-horizon design, inclusivity treated as structural intelligence rather than sentiment.

That is still how the practice works. Research first. Structure aligned to ambition. Capability built to outlast the engagement that funded it.

Founders 

KLEST Lab is co-founded by Khushboo Jogani and Lakshmi Srinivasan.

Khushboo Jogani

Khushboo Jogani

Khushboo Jogani is a Regenerative Systems Thinker and Strategic Innovator with over two decades of experience in bridging the gap between design, business, and sustainability. She has a proven track record in New Product Development (NPD) and Strategic Innovation, specializing in turning complex ideas into perceptible, high-impact solutions.

Khushboo spent the first thirteen years of her career as Design Director and Brand Manager for a manufacturer supplying international brands under groups including LVMH and Richmont. She ran internal audits and market research to build sourcing strategy for rough diamonds from De Beers, Rio Tinto, and Alrosa, and led the design team behind patented diamond cuts and settings. Seven consecutive years winning international design competitions came out of the same period.

She has since founded and exited more than ten ventures spanning material innovation, hospitality and food innovation, and craft-based enterprise, including ideas built on reclaimed industry waste and dead stock nobody else in the trade wanted. Her fieldwork runs just as wide. She has walked factory floors to find where process was bleeding time and material, then built lean manufacturing strategies and Six Sigma practices around what she found. She has lived inside villages to design tourism and livelihood projects with the community rather than for it, and built artisan livelihood transitions that kept families employed and companies sustained through circumstances including the 2008 downturn and the covid pandemic.

She holds an undergraduate degree in Lifestyle Product Design, a Master's in Advanced Manufacturing Technologies, and postgraduate diplomas in Leadership and Management and Academic Practice. She is a founding faculty at BITS Design School, BITS Pilani, and holds a UGC Professor of Practice appointment. Her early training in art and culture began in Vadodara, and it still shows in how she reads a material, a system, or an organizational challenge.


Lakshmi Srinivasan

Lakshmi Srinivasan

Lakshmi is a designer, researcher and learning strategist who believes that research should change how people work, not simply how they think. Over the past decade, she has built a practice around making the invisible visible — translating human behaviours, relationships, and complex systems into frameworks that drive learning, strategy, and institutional change.

She began her career designing infrastructure for the global oil and gas industry, coordinating multidisciplinary engineering teams and integrating complex technical requirements into cohesive design solutions. The experience laid the foundation for her systems-thinking approach, showing her that lasting impact emerges through collaboration, negotiation, and thoughtful decision-making.

Lakshmi pursued her Postgraduation at the University of Sheffield, where her work shifted to understanding systemic exclusions at multiple levels. Her team's works examined borders, displacement, and inclusion through studies of refugee settlements in Jordan, exploring how design can respond to complex humanitarian contexts. This was selected for exhibition at the Architecture Fringe Festival in Edinburgh (2017).

Back in India, she curated heritage walks in Chennai, investigated socio-spatial exclusion in public transit systems, and went on to spend over six years reimagining design education at Srishti Manipal Institute of Art, Design and Technology, where she co-developed and co-managed the Public Space Design programme and created interdisciplinary pedagogies rooted in participation, systems thinking, and inclusion. She later joined the founding faculty of BITS Design School, BITS Pilani, helping establish India's first transdisciplinary undergraduate design programme and designing student learning and navigation experiences within an entirely new educational model.

Lakshmi has collaborated with researchers, educators, and practitioners across Italy, Bahrain, the United Kingdom, the United States, and the Netherlands. She has authored over ten publications and presented at more than fifteen international conferences and forums, including Cumulus, Design Research Society (DRS), Include at the Royal College of Art, TU Delft, Utrecht University, and the Gender, Work & Organisation Conference. Her work has contributed new perspectives on spatial justice, ethical pedagogy, collaborative learning, and the evolving relationship between human and artificial intelligence.

Today, as Co-founder of KLEST Lab, Lakshmi partners with universities, leadership teams, and organizations to transform research into strategy, learning into capability, and emerging technologies into meaningful human advantage. Beyond her professional work, she is a poet and calligrapher, and published her first anthology of poetry in 2024.

Intelligence network

KLEST operates through a curated intelligence network. It expands and contracts with each
engagement, sized to what specific skills and knowledge is critical to the work.

Advisors and mentors

Senior leaders and thinkers who provide perspective across governance, long-horizon strategy, and institutional design.

Experts and associates

Specialists engaged for focused system design, facilitation, and domain-specific depth.

Research and academic collaborators

Scholars and institutional partners contributing to inquiry and research depth.

Industry and implementation partners

Execution-aligned collaborators supporting operational integration and technical delivery where required.