When you're working on CEO succession, with the clients we serve, there's less of a debate about whether people are qualified. It's much more about: 'Can they scale; can they adapt; can they evolve?' This reflects the fundamental shift in how organizations evaluate leadership potential in uncertain times.
Over the past decade, I've worked with U.S. and allied military forces across 45 countries to help develop a new kind of leader - not just more adaptive, but more imaginative. In the process, I've watched warfighters, technologists, and commanders at every level grapple with a new operational reality: one where centralized command must coexist with decentralized execution; where emerging technologies live beside legacy systems; and where speed and stability must be pursued simultaneously.