FROM EPISODE III (003): THE GENIUS THAT IS GEOFF HUDSON - SEARLE

 













AGRIMUNDO








Business has always had two main jobs: exploiting today’s #models and exploring future ones. As the pace of #technological evolution and new ways of competing accelerates, it is incumbent on CEOs to not only reward current performance but also the curiosity to create new models that will drive tomorrow’s performance.

When asked recently to name the one attribute CEOs will need most to succeed in the turbulent times ahead, Michael Dell, the chief executive of , Dell Technologies., replied, “I would place my bet on curiosity.”

Dell was not alone. Alan D. Wilson, then CEO of McCormick & Company, responded that those who “are always expanding their perspective and what they know – and have that natural curiosity – are the people that are going to be successful.”

Decades ago, #management thinker Peter Drucker placed knowing the right questions to ask at the core of his philosophy on #strategicthinking. Many of today’s leaders have adopted Drucker’s “be (intelligently) curious” philosophy, an approach that is becoming more salient as the world increases in complexity.

Leaders don’t need to know everything. In fact, it’s an impossibility. Things change too rapidly for that. What worked yesterday can’t be guaranteed to work tomorrow. Disrupters are just around the corner. If you’re not one of them, you may well end up a disruptee. Today’s leaders need to be #curious, and know how to ask the questions that lead them to consider new ideas.

A great deal of leadership energy goes into predicting the future and trying to create stability. It may be time to shift leaders’ energy to embracing the new environment and building anti-fragile organizations. To this end, I think  CEOs can be onto something important. Curiosity, in its many manifestations, is well suited to help us, as #leaders, widen our lens, engage the new challenges, experiment and learn faster, and build #organizations that gain from disorder.






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