There is an aspect of strategy that we rarely acknowledge, perhaps because it feels too subtle, too human, or too inward to fit comfortably within the rational language of business. Yet it is this very dimension that determines the difference between strategies that remain conceptual and those that become living, breathing realities.
Every meaningful strategic journey begins long before we start shaping purpose statements or describing who we want to become. It begins by widening our field of vision — from past, to present, and to the evolving future — to understand the deeper story and context that the organisation is part of.
In a world that rewards speed, slowing down can feel counterintuitive — even risky. Yet for you as a leader, it may be the most important strategic move you can make.
The challenges facing leaders today are not just strategic or operational — they are deeply human. The complexity of climate change, societal fragmentation, technological acceleration, and shifting stakeholder expectations demands more than technical expertise. It calls for leaders who can hold paradox, navigate uncertainty, and grow beyond business-as-usual.
The challenges facing businesses today are not only strategic and operational — they are existential. Climate change, societal fragmentation, technological disruption, and shifting stakeholder expectations all call for a deeper kind of leadership and a new way of designing business.
Across industries and geographies, senior leaders are sensing the same thing: the leadership capability gap is widening.
There is an aspect of strategy that we rarely acknowledge, perhaps because it feels too subtle, too human, or too inward to fit comfortably within the rational language of business. Yet it is this very dimension that determines the difference between strategies that remain conceptual and those that become living, breathing realities.
Every meaningful strategic journey begins long before we start shaping purpose statements or describing who we want to become. It begins by widening our field of vision — from past, to present, and to the evolving future — to understand the deeper story and context that the organisation is part of.
In a world that rewards speed, slowing down can feel counterintuitive — even risky. Yet for you as a leader, it may be the most important strategic move you can make.
The challenges facing leaders today are not just strategic or operational — they are deeply human. The complexity of climate change, societal fragmentation, technological acceleration, and shifting stakeholder expectations demands more than technical expertise. It calls for leaders who can hold paradox, navigate uncertainty, and grow beyond business-as-usual.
The challenges facing businesses today are not only strategic and operational — they are existential. Climate change, societal fragmentation, technological disruption, and shifting stakeholder expectations all call for a deeper kind of leadership and a new way of designing business.
Across industries and geographies, senior leaders are sensing the same thing: the leadership capability gap is widening.
The world is changing fast. Technological advancements, shifting consumer expectations, and evolving regulations are transforming the business landscape. One of the most critical concepts in making sense of these shifts is the strategic inflection point—a moment where fundamental change becomes inevitable and demands a new approach.
In today’s business landscape, understanding both your company’s impact on society and the environment, as well as the financial implications of these impacts, is crucial.
At its core, the ability to change and evolve is fundamental to survival. Whether a species adapts to a new environment or a company pivots in response to market shifts, adaptability is key.
When we were younger, we were taught that our brains stopped developing at the age of 25. It was simply believed that the brain had a static structure and that, over time, brain cells died and could not be renewed. Today, we know better.
