1. Business matters
We think business is the primary driver for innovation and material improvement in the world. As a result, we think it should have deep meaning for people: it’s where many of us have our best opportunity to create, to test ourselves, to grow, to serve, to contribute. Put differently, it’s not value neutral. Like all human activity, it has an ethical and moral dimension. And, it’s definitely about more than shareholder value.
2. Harnessing disruption is the key leadership challenge today
We are beyond the age of continuous change. Multiple simultaneous changes create disruption and opportunity at individual, organisational and industry levels. Recognising and harnessing these disruptions, rather than fighting them, is the key to continued growth and development.
3. A strategy without action isn’t a strategy at all
Better a clear direction that you can take action on now, than the perfect answer on which nothing happens. In today’s world, it’s almost impossible to be certain what the future holds and what the right action might be. So, best to get on with something that seems about right, and course correct as you go.
4. People rise to a challenge
Implementing a new strategy doesn’t have to be a struggle. When faced with an exciting goal and a clear way to contribute, people can be surprisingly open to change. But, they need to see where and how they can make a difference, and why it’s the right thing to do.
5. Clarity leads to action
When business leaders see what to do and how to do it, they get on with it. What’s needed isn’t lots of detailed analysis or complicated models; what’s needed is clarity about your situation and who you are (or want to be) in that situation.