In a landscape that is changing faster than ever, one question matters more than most. How do we know what the customer of the future will want? We now have multiple generations in the same customer base, each with very different expectations and ways of engaging. Technology is evolving rapidly, and it has changed how we think and how we make decisions. And expectations are only going up. Which means we are no longer solving only for today. We are designing for what does not

Some of the most important decisions in life don’t look logical when you make them. In fact, they often look a little unreasonable at first. Choosing a path others don’t fully understand. Backing an idea before there is proof. Taking on something that stretches you beyond what feels comfortable. Logic helps us protect what already works. But if every decision we make is perfectly logical, chances are we’re only optimizing the present, not creating the future. Growth, both for

This came up in a recent leadership workshop I was part of. I casually asked the room: “What kind of leader do you deliberately not want to be?” Most answers came fast. “I don’t want to be a micromanager.” “I don’t want to be bureaucratic.” “I don’t want to be political.” All familiar. These are usually the behaviours we notice and dislike most in everyday work. I paused. And that question stayed with me. Later, while talking it through with a friend, something became clea

What got us here often keeps us comfortable. The skills and habits that once made us valuable don’t disappear but comfort is rarely where growth and impact come from. I’ve seen this pattern play out many times. Leaders don’t lose momentum because they lack capability or experience. They lose it because they keep using the same playbook long after the situation has changed. What once felt sharp becomes familiar. Predictable. Safe. And staying safe doesn’t keep you important fo

Boredom has almost disappeared from our lives and that should worry us. We fill every gap without thinking. A free moment becomes emails, messages, scrolling news or reels, or another meeting. We stay busy. We move fast. We multitask. It looks productive. It feels responsible. But clarity doesn’t show up when everything is moving. The best thinking often comes after stillness, when there’s space to think without pressure, when the mind connects dots it couldn’t while reacting

Lately I've been thinking why some Global Capability Centers perform well while others struggle despite strong talent and investment. The difference is rarely capability. It shows up much earlier, in how problems are understood and decisions are framed. The stronger GCCs don’t avoid common problems. They solve many standard, repeatable problems extremely well. What they are deliberate about is something else: being clear on which problems should be executed efficiently, and w