Visionary Leadership Practices

How can businesses go beyond using AI for incremental efficiency gains to create transformative impact? I write from the World Economic Forum (WEF) in Davos, Switzerland, where I’ve been speaking with many CEOs about how to use AI for growth. A recurring theme is that running many experimental, bottom-up AI projects — letting a thousand flowers bloom — has failed to lead to significant payoffs. Instead, bigger gains require workflow redesign: taking a broader, perhaps top-down view of the multiple steps in a process and changing how they work together from end to end. Consider a bank issuing loans. The workflow consists of several discrete stages: Marketing -> Application -> Preliminary Approval -> Final Review -> Execution Suppose each step used to be manual. Preliminary Approval used to require an hour-long human review, but a new agentic system can do this automatically in 10 minutes. Swapping human review for AI review — but keeping everything else the same — gives a minor efficiency gain but isn’t transformative. Here’s what would be transformative: Instead of applicants waiting a week for a human to review their application, they can get a decision in 10 minutes. When that happens, the loan becomes a more compelling product, and that better customer experience allows lenders to attract more applications and ultimately issue more loans. However, making this change requires taking a broader business or product perspective, not just a technology perspective. Further, it changes the workflow of loan processing. Switching to offering a “10-minute loan” product would require changing how it is marketed. Applications would need to be digitized and routed more efficiently, and final review and execution would need to be redesigned to handle a larger volume. Even though AI is applied only to one step, Preliminary Approval, we end up implementing not just a point solution but a broader workflow redesign that transforms the product offering. At AI Aspire (an advisory firm I co-lead), here’s what we see: Bottom-up innovation matters because the people closest to problems often see solutions first. But scaling such ideas to create transformative impact often requires seeing how AI can transform entire workflows end to end, not just individual steps, and this is where top-down strategic direction and innovation can help. This year's WEF meeting, as in previous years, has been an energizing event. Among technologists, frequent topics of discussion include Agentic AI (when I coined this term, I was not expecting to see it plastered on billboards and buildings!), Sovereign AI (how nations can control their own access to AI), Talent (the challenging job market for recent graduates, and how to upskill nations), and data-center infrastructure (how to address bottlenecks in energy, talent, GPU chips, and memory). I will address some of these topics in future posts. [Original text: https://lnkd.in/gbiRs2mi ]

From Knowing to Leading: Why Expertise Alone Isn’t Enough In my years across banking institutions and geographies, I’ve met many brilliant minds, people who knew their industries inside and out. But not all of them could lead. That’s because knowing is not the same as leading. Expertise is essential. A leader must understand the business landscape: market dynamics, customer behavior, regulatory shifts, and internal culture. This knowledge forms the foundation for sound decisions and strategic foresight. But it is only the beginning. What separates leaders from experts is the ability to evolve. The world does not stand still, and neither can we. Seven years ago, I realized I was behind on digital and data trends. I did not wait for someone to catch me up. I enrolled in courses, attended conferences, and read voraciously. Lifelong learning is not just about staying relevant. It is about modeling curiosity and humility for your team. But even that is not enough. Leadership also demands the ability to communicate vision with clarity and conviction. It is not about having the best ideas. It is about helping others see them, believe in them, and act on them. That means listening as much as speaking. It means rewriting mission statements when needed, and more often, rewriting the narrative in people’s minds. Over the last year, I found myself reading again. This time it was on organizational development and digital transformation. The themes were familiar: change is constant, complexity is rising, and leadership is more relational than ever. So yes, know your business. But do not stop there. Learn. Adapt. Communicate. Because in times of transformation, expertise is the ticket in. Leadership is what moves the needle.

Soon, you won’t be the most capable person on your team. And that’s exactly where your value as a leader begins. AI is reshaping how work gets done. From real-time strategy optimization to near-instant insights, your team will have access to capabilities that once felt like science fiction. They’ll think faster. They’ll automate smarter. They’ll create beyond what was possible even a year ago. So what happens to your role? You shift from being the answer-giver to the question-asker. From directing tasks to designing environments where intelligent systems and human insight thrive together.  And the hardest part will be letting go of the need to be the smartest in the room. The most impactful leaders in this next era will be those who: → Select technologies not for novelty, but for strategic interoperability → creating environments where iterative learning is safe, scalable, and valued. → translating complexity into actionable direction across disciplines. This isn’t just delegation. It’s systems thinking at scale. Because in a future defined by exponential capability, leadership is no longer about knowing more. It’s about enabling more to be known, faster, more precisely, and with greater collective intelligence.

The power of innovation to drive change never ceases to amaze me. We’ve announced the selected 11 groundbreaking startups for our Amazon Sustainability Accelerator's ClimateTech cohort. From an impressive pool of over 550 applicants, these companies stood out for their bold approach to environmental challenges.   Let me share three innovations that particularly inspired me: - Shayp (Belgium) Their AI-powered water monitoring system could revolutionize how buildings manage water consumption, potentially reducing usage by 20%. This is the kind of practical innovation that can create immediate impact. - NANDO (Italy) As an Italian, I'm particularly proud to see this team's AI-powered waste management system. Using smart cameras for real-time waste analysis, they're transforming how we think about recycling efficiency. - Mhor Energy Limited (UK) Their liquid-form battery storage solution is exactly the kind of thinking we need - practical, efficient, and designed for real-world conditions.   The potential of impact at scale is impressive. Last year alone, we invested €750,000 in pilot programs from our previous cohort, and I'm eager to see how these new technologies could transform our European operations. I'd love to hear your thoughts: what sustainability innovation you’re most excited by? https://lnkd.in/dcqM97kv

The old playbook for leadership is crumbling.  Leading in the new world of work, means constantly reinventing yourselves. Technology is reshaping how we work faster than ever before. Artificial intelligence, automation, and digital platforms are making traditional career paths disappear. Companies need leaders who can navigate uncertainty, embrace change, and turn disruption into opportunity. The most successful leaders won't be those with the most experience, but those with the greatest ability to learn and adapt. What does it take to be a Future-Fit Leader? Here's an excerpt of concepts from my book: REINVENT 4.0: 8 Traits to Help Leaders Lead Better 1️⃣ Risk-taking Mindset ↳ When AI handles routine tasks, leaders must explore new ground. ↳Brave leaders dare to go where computers can't predict. 2️⃣ Entrepreneurial Thinking ↳AI processes information; humans create meaning. ↳Spotting opportunities is about seeing potential others miss. 3️⃣ Inclusiveness ↳Diverse views prevent AI bias. ↳Real innovation comes from understanding different human experiences. 4️⃣ Noticeable ↳Your human skills are your true power. ↳Where machines calculate, humans inspire and solve creatively. 5️⃣ Vulnerability ↳Trust isn't built by data, but by genuine human connection. ↳Being real matters more than being perfect. 6️⃣ Empathy ↳Feeling and understanding human emotions is something machines can't learn.    ↳ Emotional intelligence is a leader's secret weapon. 7️⃣ Networking ↳ Real connections matter more than digital links. ↳ Strong human relationships drive true innovation. 8️⃣ Trans-disciplinary Learning ↳ Breaking traditional boundaries creates new insights. ↳ Great leaders connect dots across different fields of knowledge. In the age of rapid transformation, your capacity to reinvent yourself is your most valuable leadership skill. ♻️ Share this to help others to be future ready ☎️ Let's have a conversation on how I can help you be ready to lead in the future. Follow Adeline Tiah 謝善嫻 for more content on leadership culture, reinvention and future of work.

Plenty of people think all CEOs are the visionary of their company… Sometimes, the vision comes from somewhere else. Working with leaders every day, we see two clear patterns: They're aspirational and values-driven, with a clear picture of where they're taking their organization for the next 3, 5, or 10 years. They focus intensely on cultivating possibility in their teams—where new ideas flourish from every direction and level, and visionary thinking is infused into the organization’s DNA. These patterns led us to identify 9 core traits of visionary thinkers: 1. Creative You dream up things no one else is doing and find ways to take those ideas from mental constructs to tactile reality. One day, something doesn't exist. The next, it's in your head. Then weeks later, someone can see it. 2. Optimistic Optimism in just the right measure is empowering for a leader. It makes people believe… - Anything is possible - You have a clear plan - When things go wrong, you'll focus on fixes (not blame) 3. Daring You can't be visionary in a vacuum. You have to oppose what's already established by asking questions no one else is asking… …and dare to say "I have a better idea." 4. Inspiring Great leaders don't command because they don't need to. They get their people fired up about big ideas and bigger challenges. Everyone sees their role in the vision and knows they have a front-row seat to something extraordinary. 5. Persuasive You need persuasive skills to build a coalition — from the top down to individual contributors. The more revolutionary your idea, the harder you'll have to sell it. This is where empathy and persistence matter most. 6. Confident In pursuing a vision, you're hanging your organization's future out over the edge regularly. Everyone will be nervous, looking to you for reassurance… …so your confidence must be contagious. 7. Obsessed You have to be obsessed because no one else will be in the beginning. You'll spend long nights mapping it out, getting into the weeds, making sure everyone understands it. But channeled right, obsession is more than a trait — it's a marker of your idea’s potential. 8. Adaptable Plan A is just a polite suggestion. You need Plan B, Plan C, and the ability to adapt as conditions change. The vision matters more than being right. 9. Resilient Every vision hits the abyss at some point. There will be failures and setbacks. When those happen, you can quit or keep going. If you have the grit to keep going, your people will follow. No one possesses all 9 of these. The true mark of a visionary is refining these traits to be a better leader. It's building a Culture of Possibility®, where everyone dares to challenge the status quo. Motto® 🏴

The Climate Tech Unicorns Redefining Our Future 🚀 Four years ago, BlackRock CEO Larry Fink famously made a bold prediction: the next 1,000 unicorns would come from the climate tech sector. BlackRock has since backtracked on many of its net zero commitments, as we all know. But Fink was right about one thing: 👉 Climate change is not just the biggest generational challenge—it is also the biggest generational investment opportunity. And as my mentor, Nobel Peace Laureate Prof. Yunus, always says: “Wherever I see a problem, I see a business opportunity.” So let’s bring on the problem-solving climate unicorns! At Carbon Equity, we invest in the pioneers reshaping entire industries—from energy and materials to transportation and manufacturing. Here are 9 portfolio companies turning climate challenges into billion-dollar opportunities selected by chief climate impact Liza Rubinstein Malamud: 🔋 Form Energy – Cracking the Code on Long-Duration Energy Storage Problem: Renewable energy is intermittent. Solution: Iron-air batteries that store energy for 100+ hours, making renewables reliable. 🌍 KoBold Metals – AI-Powered Critical Mineral Discovery Problem: Mining for key materials is inefficient and environmentally damaging. Solution: AI-driven exploration to find sustainable sources of critical minerals. ♻️ Redwood Materials – Closing the Loop on Battery Supply Chains Problem: Battery waste is piling up, and raw materials are scarce. Solution: High-efficiency battery recycling to create a circular economy. ⚡ Octopus Energy – Powering the Clean Energy Revolution Problem: Affordable, clean energy remains inaccessible for many. Solution: Smart, tech-enabled renewable energy solutions for homes and businesses. 🔗 Stegra – Decarbonizing Steel Production Problem: Steelmaking is one of the most polluting industries. Solution: Green hydrogen-powered steel production to cut emissions. 💧 Electric Hydrogen – Scaling Green Hydrogen Production Problem: Green hydrogen remains too expensive to scale. Solution: Next-gen PEM electrolysis to produce low-cost, high-efficiency hydrogen. 🌿 Twelve – Turning CO₂ into Valuable Products Problem: CO₂ is treated as waste instead of a resource. Solution: Electrocatalysis technology to upcycle CO₂ into fuels and chemicals. 🔋 Group14 Technologies – Supercharging EV Batteries Problem: Lithium-ion batteries are reaching their performance limits. Solution: Silicon-carbon anodes that dramatically enhance battery capacity and efficiency. 🏡 1KOMMA5° – Simplifying Home Energy Independence Problem: Clean energy upgrades for homes are complex and fragmented. Solution: A one-stop shop for solar, storage, and energy management. 💡 Climate Innovation = Economic Opportunity These companies turn climate solutions into tomorrow’s trillion-dollar industries, proving impact drives value. What climate unicorns are your favorite? #ClimateTech #CarbonEquity

Whiteboard Wednesday is back after a month of highlighting a customer story every day. Today I want to talk about goal setting and a counterintuitive technique that's helped us achieve outcomes here at FERMÀT that we once thought was impossible. Traditional goal setting fails because it relies on historical trends. Most teams look at their improvement rate from last quarter, then aim to do slightly better—essentially saying "if I was here before and I'm here now, I'll try to get a bit further next quarter." Instead, I challenge my team with this powerful alternative approach: 1. Define the maximum possible Ban historical data from goal-setting discussions. Instead, ask: "What's the theoretical ceiling for this metric given the physics and truths of our business?" 2. Quantify the reality gap Once you've established your theoretical ceiling, examine your current position. This gap reveals exactly what must change to achieve breakthrough results. 3. Challenge core assumptions This forces a crucial conversation: "What's the difference between our business fundamentals and historical outcomes that makes this goal seem unattainable?" When you work backward from theoretical maximums rather than forward from historical trends, you discover entirely new actions required to achieve extraordinary results. This approach works across any business type—whether you're increasing product development velocity or scaling creative testing. The principle remains: determine what's maximally possible given your business fundamentals, then work backward to identify the necessary transformations. What assumptions about your business trajectory could you challenge using this method?

You can’t be a successful leader without having a clear direction. I've witnessed firsthand how a lack of clear direction can leave teams feeling confused and disengaged. In times of change or uncertainty, it's even more crucial to paint a compelling picture of the future. People need to see the end game – the "why" behind the effort – in order to fully commit and contribute their best. Communicating that vision effectively is where many leaders fall short. It's not just about creating a plan, it's about creating a sense of shared purpose. This requires: • Clarity ↳ Paint a vivid picture of the destination, making it tangible and relatable. • Transparency ↳ Be honest about the challenges and obstacles, but also emphasize the potential rewards. • Empathy ↳ Understand your team's concerns and address them directly. Make space for dialogue and feedback. When you invest in effective communication and create a shared sense of purpose, you unleash the power of your team. So, don't just tell your team where you're going – show them the path, light the way. And inspire them to take every step with you.

The Missing Quotient in Modern Leadership: We talk a lot about IQ and and EQ for leaders. But I believe, there's a third quotient that separates good leaders from truly future-ready ones who can create significant value for their organizations. Digital Quotient. DQ. DQ is the ability to think digitally while looking at a business problem and instinctively ask: can tech solve this better, faster and more reliably than adding more manpower? That mindset shift alone is transformational. DQ is not about being a technologist but having the mindset to connect business problems with digital solutions. Leaders who develop this capability are better positioned to drive efficiency, scale and long-term competitive advantage. The Traditional problem solving approach: For decades, the default response to operational challenges has been to hire more people and build bigger teams. Adding more headcount is increasingly expensive, slow and error-prone in a world where digital solutions exist. Leaders who develop their DQ don't replace people. They free their employees to do higher order and more creative work. Here's a simple framework that I've learned from my own experience solving business problems by building digital solutions with teams. 1. Start with clarity on the problem statement. What exactly are we trying to solve? 2. Reframe the problem in simple terms in a few sentences. 3. Think digital-first solutions. Work closely with cross-functional and technology teams while building the solution. Don't delegate and disappear. Be present as the solution takes shape. 4. Test the solution as a Minimum Viable Product (MVP). A working prototype beats a perfect product every time. 5. Iterate based on feedback from users and then deploy at scale. 6. Track metrics rigorously to assess effectiveness and impact of the solution. Then repeat. Pick the next problem and go again. Why This Matters Right Now The successful leaders of the future will be the ones who can bridge the gap between a business challenge and a digital solution. That's the promise of thinking digitally. It also helps to solve problems ‘at scale’ most economically. Further, most of these solutions are faster to develop and implement. This change starts not in the IT department, but in the mind of every leader willing to develop their DQ. As organizations evolve, the role of a leader is changing to act as a bridge between business solutions and digital products and services that give a seamless experience to customers. Building Digital Quotient is therefore not optional, it is a core leadership capability for the future. The good news is that it can be learned. And the best way to learn it is by doing, one problem, one solution, one iteration at a time. How are you developing your Digital Quotient? What experiences have shaped your thinking? Would love to hear from you in the comments.