Why CEOs are failing to reinvent their companies

Future leaders need to prioritize meaningful outcomes over short-term gains. By focusing on impact, sustainability, and ethical decision-making, they can drive innovation while fostering trust and long-term success. Learn more: https://lnkd.in/gtg4TPnR #LeadershipDevelopment #PurposeDriven #FutureLeaders #ImpactfulLeadership #BusinessStrategy #OrganizationalGrowth #EthicalLeadership #InnovationManagement

Future leaders need to prioritize meaningful outcomes over short-term gains. By focusing on impact, sustainability, and ethical decision-making, they can drive innovation while fostering trust and long-term success. Learn more: https://lnkd.in/gPvX4dQb #LeadershipDevelopment #PurposeDriven #FutureLeaders #ImpactfulLeadership #BusinessStrategy #OrganizationalGrowth #EthicalLeadership #InnovationManagement

Take a scary situation, and turn it into a touch of marketing and communications genius. Too often, sustainability gets reduced to glossy reports and trending ESG ratings. But real progress isn’t found in spreadsheets or narratives, it’s in the measurable actions we take each day. Numbers and dashboards matter, but leadership is shown when they drive true environmental and social transformation, not just compliance. The commitments laid out in this video are astounding, and we're confident Apple will make it happen. At survivor.earth, we believe next generations deserves more than aspirations. They deserve to see, firsthand, what genuine impact looks like, and to be empowered to lead with a results-driven mindset. Training future leaders means cultivating the skills and courage to act where it counts, measure what matters, and constantly ask: “Have we truly made a difference?” Let’s move beyond simply looking good on paper. Let’s inspire and prepare tomorrow’s change-makers to turn intentions into outcomes—for our planet, our communities, and our collective future. #MeasurableImpact #NextGenLeaders #SustainabilityInAction #SurvivorEarth #EducationInnovation #K12Education  #VentureCapital #ImpactInvesting #InvestInTheFuture #FutureLeaders #MakeADifference

I’ve long leaned into the VUCA framework, volatile uncertain complex ambiguous to make sense of our leadership challenges. Yet just as I was getting more comfortable, BANI arrived. And though another acronym may feel unwelcome, BANI mirrors our current reality more accurately. What is BANI? It represents Brittle • Anxious • Non-linear • Incomprehensible, a world where systems appear stable until they shatter, anxiety dominates, cause and effect lose linear logic, and meaning slips through the cracks. It signals not just external disruption but internal impact inside our teams, and inside ourselves. Egon Zehnder argues that our governance models must shift accordingly. Boards need to: • Balance oversight with foresight, carving space for future thinking even amid crisis response. • Refresh the voices around the table, blending financial, digital, ESG, geopolitical, and crisis-era leadership. • Cultivate a culture rooted in trust, transparency, psychological safety where bold questions are welcomed and long-term vision guides decisions. My two cents: To lead effectively in a BANI world, we must embrace humanity over process alone. Resilience arises from diverse perspectives. Courage thrives in a safe boardroom environment. Agility is born from foresight, not just reaction. If VUCA helped us understand the environment, BANI helps us understand the people within it and how governance must evolve to keep pace. https://lnkd.in/e6CQ4Yeq

🌍 Cascading systemic shocks have left many decision-makers asking the same question: how do we lead when the rules of the game keep changing? Even in a more uncertain world, leaders are not powerless, and there are useful tools and signposts to navigate by if you know where to look. 1. Market swings, social media, and clickbait don't move megatrends. 2. In times of extreme volatility, narrow predictions have a vanishingly short shelf life. Ask not what is probable, ask what is plausible. 3. Where forecasting fails, foresight prevails. 🔗 Read the full commentary here: https://lnkd.in/eCByEvgQ #StrategicForesight #Leadership #Geopolitics #FuturesThinking

The Future We Want, or the Future We Have? A few weeks ago, during an in-depth exercise based on Professor René Rohrbeck’s Corporate Foresight framework, we encountered a thought-provoking scenario called “The City of Conditional Freedoms.” In this scenario, individuals were allowed to share their opinions and ideas—but only if those opinions aligned with the views of the “Central Council.” The striking point was this: when real-world data did not align with the “desired expectations,” the primary question was not, “What has led to this viewpoint?” but rather, “How can we change this viewpoint?” This approach poses a significant risk for any organization. According to Professor Rohrbeck’s model, the success of corporate foresight depends on three core processes: ⭐ Perceiving (environmental sensing) ⭐ Prospecting (future analysis) ⭐ Probing (acting and experimenting) These processes can only function effectively when implemented through six key practices: information, networks, people, methods, culture, and organization. As seen in the “City of Conditional Freedoms” scenario, suppressing genuine perspectives simply because they do not match pre-set expectations is precisely where an organization fails in the Perceiving process. This flaw gradually silences authentic voices, reduces the accuracy of data analysis, and ultimately erodes the organization’s ability to face a future it is not prepared for. This exercise was a powerful reminder that successful foresight emerges from an organizational culture that is democratic and curious, one that uses opposing voices not as threats, but as valuable tools for painting a more accurate picture of the future. The future rewards leaders who build insights, even from dissenting opinions, and who have the courage to listen to unpleasant truths. Special thanks to Ahad Rezayan for the inspiring discussions and to Professor René Rohrbeck for a model that consistently helps bring even the hard facts into the future equation. #Foresight #Leadership #Organization #Strategy #CorporateForesight #FutureThinking

🔥 Transformation that forgets its people will not last. But transformation that renews its people… becomes legacy. At its heart, transformation is never carried by strategy alone. It is carried by people. - - By the sparks who reframe the possible. - - By the multipliers who spread momentum. - - By the stewardship that ensures every contributor is seen, valued, and sustained. This installment closes Part 8 of The Long Arc: Transformation That Sticks — Talent That Transforms. In this reflection, I ask: 🔹 Who are the sparks in your enterprise — and are you protecting, nurturing, multiplying them? 🔹 Where are multipliers already at work — and what systems ensure their impact spreads across boundaries? 🔹 And what does stewardship look like in your context — how are you ensuring every contributor feels valued, equipped, and sustained? - - Because in the end, transformation is not a program. - - It is people. And leaders are not judged by how quickly they consume talent… but by how faithfully they steward it. This closes Part 8. Next up is Part 9: Financial Stewardship of Innovation — where we will bridge financial accountability with technology strategy, and explore how accountability is not a constraint… but a "competitive advantage". 👉 I would love to hear your reflections. How do you practice stewardship of talent in your world? #TheLongArc #Leadership #TalentThatTransforms #Stewardship #TransformationThatSticks #HumanCapital #ResilientLeadership #MirzaChughtai

The Illusion of Sustainability in Business. Many firms believe they are built to endure, but most are only built to perform today. The real danger lies in confusing short-term success with long-term resilience. Core Challenges: Growth ≠ Durability — Rising profits and rapid expansion mean little without a clear long-term strategy. Fragile Customer Loyalty — Preferences shift quickly, and competitors innovate faster than expected. Compliance Is Not Sustainability — ESG reports and glossy statements cannot save a weak business model. Blindness to Market Shocks — Firms that plan only for stability are exposed when crises hit. Cultural and Leadership Fragility — Without adaptable leaders and strong values, stability is an illusion. The Myth of Perpetual Relevance — Even dominant models collapse when they fail to evolve. Bottom line: Sustainability is not about appearing strong; it is about embedding systems, leadership, and cultures that adapt when everything else changes. #BuiltToLast #SustainableSuccess #TrainToThrive #PrincipiumConsultLtd