Daily question

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Daily question: How do we reset from crisis to business as usual?

Everybody is talking about disruption. We’re in an agile economy. It’s easy to imagine we’re at constant risk of being made redundant by something newer and sexier. I’m here to say: stop. You can’t set out to be a disruptor. You can only look for ways to innovative, to challenge the status quo. I’m a strong believer that the more you focus on ‘disruption’ as your outcome, the more likely you are to be the disrupted.

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Daily question: I’m a CEO, how do I get more value from my board?

Everybody is talking about disruption. We’re in an agile economy. It’s easy to imagine we’re at constant risk of being made redundant by something newer and sexier. I’m here to say: stop. You can’t set out to be a disruptor. You can only look for ways to innovative, to challenge the status quo. I’m a strong believer that the more you focus on ‘disruption’ as your outcome, the more likely you are to be the disrupted.

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Daily question: Should the management team participate in your board review?

Everybody is talking about disruption. We’re in an agile economy. It’s easy to imagine we’re at constant risk of being made redundant by something newer and sexier. I’m here to say: stop. You can’t set out to be a disruptor. You can only look for ways to innovative, to challenge the status quo. I’m a strong believer that the more you focus on ‘disruption’ as your outcome, the more likely you are to be the disrupted.

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Daily question: How should you measure the performance of an advisory board?

Everybody is talking about disruption. We’re in an agile economy. It’s easy to imagine we’re at constant risk of being made redundant by something newer and sexier. I’m here to say: stop. You can’t set out to be a disruptor. You can only look for ways to innovative, to challenge the status quo. I’m a strong believer that the more you focus on ‘disruption’ as your outcome, the more likely you are to be the disrupted.