What do you do if you want to pass on your business strategy expertise to the next generation?

Los programas de mentoría son una herramienta estratégica vital para las empresas que buscan desarrollar su talento, mejorar la retención de empleados y fortalecer su cultura organizacional. Al invertir en estos programas, las organizaciones no solo benefician a sus empleados, sino que también se posicionan para un crecimiento sostenible y un éxito a largo plazo.

But beware of the 'one-size-fits-all' mentorship trap. Mentorship programs are valuable, but assuming a mentor's experience will perfectly translate to a mentee’s success can be misleading. Steve Jobs famously said, "Innovation distinguishes between a leader and a follower." Encourage mentees to challenge conventional wisdom and develop their own strategic thinking, rather than just replicating what worked in the past. Mentorship should inspire originality, not conformity. Great mentors plant seeds of curiosity, not just strategies to follow.

Establish a mentorship program within your organization or industry, where you can directly guide and develop young professionals. In my experience, one-on-one mentorship allows for personalized guidance, enabling you to share not only strategic insights but also the values and principles that have driven your success.

Everyone should have mentor ?? ?? It’s absolutely vital to have that slightly removed opinion which allows you to step back, evaluate and reflect on your decisions.

This I have found to be both a demanding and rewarding task. Here's how: Start by becoming a mentor to those who show promise. Consider creating structured training programs. Instill a learning-oriented mindset. Document your processes, strategies, and key decision-making frameworks. Share the “Why” behind decisions. Empower the next generation by allowing them to take charge of projects and strategic initiatives. Show them how you live the principles of strategic thinking in day-to-day business. Instead of a one-way transfer of knowledge, engage in collaborative strategy sessions. Connect the next generation with the networks that have been essential to your success. Lastly, consider formal succession planning.

Workshops shouldn't just educate; they should provoke. While educational workshops are great for knowledge sharing, their true value lies in sparking critical thinking and challenging established norms. As Albert Einstein said, "The important thing is not to stop questioning." Use workshops to introduce unconventional ideas and encourage participants to question existing strategies. The goal is not just to teach, but to ignite a passion for innovation and strategic disruption. An effective workshop turns learners into challengers, not just followers.

Organize or participate in educational workshops where you can teach strategic concepts and real-world applications. I’ve found that workshops provide an interactive environment where you can engage with the next generation, answer questions, and share case studies that demonstrate successful strategies.

Exploring real life case studies is one of the most powerful methods in helping people cultivate strategic thinking. People learn through examples that can easily relate to. Just like a doctor builts experience through medical incidences, a business strategy advisor accumulates experience through business cases which often involve elements not easily documented in core textbooks - these include stakeholder dynamics, politics, tactics, ethical considerations and communication complexities. Students are encouraged to address "what if" scenarios and come up with responses that develop strategic and commercial acumen. This is exactly how I approach business strategy classes and the development path of less senior people in our practise.

Write books, articles, or blogs to document and share your expertise. This approach has the added benefit of reaching a wider audience, and your published work can serve as a long-term resource for future business leaders. By sharing your own experiences, challenges, and successes, you provide valuable lessons for others to learn from.

Couldn’t agree with this more, apart from digital footprint, it’s important to leave constitutional knowledge in the form of process control manuals m, work instructions and training manuals that can be stored digitally. Even if there are latest developments, they next generation will have something to build on & will be able to see what worked and didn’t work before their time.

I am part of several online communities for Designers and Workshop facilitators. These programs have expanded my professional network, connecting me with leaders across different industries. These relationships have opened doors and provided diverse perspectives that enrich my strategic thinking.

In the later stages of your career, taking on advisory roles can be very rewarding. As an advisor, you use your experience to guide businesses or young professionals, helping them make smart decisions. This keeps you connected to the industry and allows you to share your knowledge. You might serve on boards, offer consultancy services, or mentor others. It’s a great way to give back, stay engaged, and leave a lasting impact while continuing to learn and grow.

Advisory roles can easily become echo chambers—don’t let them. As an advisor, it's tempting to rely on your experience and give familiar advice. However, it's crucial to stay open to new ideas and challenge your own assumptions. Remember, even Warren Buffett adapts his strategies as the world changes. Instead of merely dispensing wisdom, use your advisory role to foster an environment of continuous learning and adaptation. Great advisors don’t just share what they know—they push boundaries and inspire others to do the same.