A vision deficit

Luis Lima, I shared your above post in a post by Mars' Florence Mouls that echoes the values you reference in your article. Here is the link to Florence's post - https://bit.ly/3RfrUss These are the words that Florence wrote that resonated with me: "In a world full of both ambiguity and opportunities, I believe it is our responsibility as leaders to continuously self-develop and develop our teams." I have worked in high-tech and procurement for more than 40 years. I have witnessed dramatic, disruptive events, including difficult economies, financial market collapses, amazing technological breakthroughs, and significant geopolitical shifts - including the Cold War. In short, while packaged differently, the events we are facing now are not new. The one constant throughout the decades is the importance of the proper mindset of leadership—the kind of mindset you and Florence reference, which is the true definition of resilience and ongoing adaptability regardless of the business or industry sector.

Part 2 of 2 Of course, anyone from the early days must be dispensed with alacrity. At that point, the company forgoes asking its customers what they need and, with a hint of superiority, tells them what they should have based on the new taskmasters' vision of success. At that point, it is not a matter of if but when the inevitable happens - Rome Falls, and Britain no longer rules the waves. While there were undoubtedly external forces at work, the fact is that the fall of any great empire rots from the inside out. In the corporate world, that rot takes the form of profit over people, selling to the client rather than serving them, and a failure to adapt to rather than embrace change through communication and collaboration. Going back to my initial point, success - especially sustained success is never easy, but it is achievable when you don't lose touch with the core values that made you great in the first place. Thoughts? Dr. Thierry Fausten Dr. Marcell Vollmer David Loseby MCIOB Chtr'd FAPM FCMI FCIPS Chtr'd FRSA MIoD MICW Anna McGovern, MBA, CPIM, CSCP Sarah Scudder - Sales Leader Turned CMO Dr Mark van Rijmenam, CSP Dr. Muddassir Ahmed Bilawal Shahbaz Khan Tom Craig Joselina Peralta Jo?l Collin-Demers Daniel Barnes

Part 1 of 2 The core rules for success do not change. People change by forgetting what made them successful in the first place. Here is the link to an article I wrote earlier today - https://bit.ly/3yPC38B When they started out, they had a vision and ideals of how they were going to best serve their clients. It was all about asking, listening, and solving problems. Success is never easy, but it is certain and enjoyable when you seek to serve others. However, something happens when you reach the critical point of building and maintaining success. Slowly and imperceptibly, your focus shifts to quarterly results, stock prices, and perhaps meeting VC demands. It is no longer a solutions game but a numbers game. As you fall deeper into that spiral, the "old" leaders suddenly become obsolete reminders of a past that is now long forgotten and replaced not by visionaries but by "professional executives" who have little if any history with the company at which they are now at the helm.

Insightful read. Indeed change enablement requires a leadership with a vision that is rooted in not only building a team but also delegating to it with trust and providing them with growth opportunities. Thank you for sharing your thoughts