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Forbes
08-04-2025
- Business
- Forbes
Want Your Company To Survive The Next Decade? Develop Strategic Leaders Now
Neena Newberry is the CEO of Newberry Solutions and creator of the New Lens leadership development platform . getty Take a moment to imagine what's ahead for your organization. What do you see happening 10 years from now? Fifteen? Twenty? If the future looks cloudy, you're far from alone. In their recently released "28th Annual Global CEO Survey," PwC asked CEOs around the world about how their companies will fare in the coming years. More than 4 out of 10 (42%) said their organizations won't survive the next decade if they continue on the same path. Their responses point to an urgent need for strategic leaders who can drive reinvention. Leaders themselves recognize this need. In DDI's "Global Leadership Forecast 2025," about two-thirds of the leaders surveyed cited setting strategy (64%) and managing change (61%) as essential skills for the future. But just over one-third (37% and 36%, respectively) said they had received development in those areas. That's a big gap. And with change happening faster than ever, organizations must quickly address that gap through their leadership development programs. So how can you do this even when it's not clear what the future—and the accompanying changes in your organizational priorities—will look like? What Does It Mean To Lead Strategically? Quick: How would you define strategic leadership? If your mind went blank at this question, that's understandable. Sometimes it feels like just another business buzzword. But through two decades of working with leaders across industries, I've found that strategic leadership fundamentally means thinking beyond short-term goals to anticipate future challenges and how to respond to them. That's never been easy. But it's especially hard today. DDI reports that 71% of leaders say their stress has gone up significantly, and only 30% have enough time to do their jobs properly. Similarly, Harvard Business Publishing Corporate Learning found that many leaders are struggling to operate in an increasingly challenging environment over the long haul. When it's such a battle just to get day-to-day tasks done, no wonder there's a gap in strategic leadership. The same dynamic shows up in leadership development programs. Organizations often choose training to address pressing needs but miss opportunities to cultivate the strategic capabilities their future leaders will need. For example, respondents to the Harvard survey rank tech skills like AI ahead of capacity to innovate in their organizations' leadership development priorities. Equipping leaders to deal with immediate demands and keep one eye on the future is definitely a balancing act. But through our extensive work with Fortune 500 executives and building our own leadership development platform, my company has identified three proven tactics that empower leaders in the short term while also enhancing their strategic thinking: Teach Leaders How To Prioritize Through A 'Big 3' Framework Acknowledge the reality of the competing demands leaders face, and then give them a shared framework for setting priorities. The approach that consistently delivers results for my clients is identifying the top three areas where each leader should focus to drive the biggest business impact, given their role and strengths. Then they work on making shifts to their time to focus on their "Big 3." The goal here is to reserve your leaders' bandwidth for strategic work by helping them get other tasks off their plates. (This could look like delegating more or even deciding that some tasks with minimal value no longer need to be done.) Break Down Silos To Gain Strategic Perspective Leaders who work relentlessly on their individual and team goals are not strategic leaders. They rarely look up from what demands their near-term attention or venture outside of their corporate silo to get a sense of the bigger picture. Working with cross-functional leadership teams has shown me that leadership development programs that bring together leaders from across the organization broaden participants' perspectives. Build Influence A leader who thinks strategically but can't get others on board has limited effectiveness. Leadership development programs should help participants communicate more effectively and build their influence, especially in situations where they lack authority. One thing that always creates an aha moment for my clients is highlighting the importance of 'connecting the dots.' For example, they may understand the strategy behind their organization's recent decisions, but others may not. Explaining that connection doesn't just bolster short-term productivity and engagement, it also helps others grow as strategic leaders in their own right. Are You Ready For The Future? It's really this simple: Strategic leadership will determine which companies will be thriving a decade from now—and which ones will become just a memory because they failed to evolve. The good news? Even small shifts in how you develop your leaders today can dramatically improve their strategic capabilities for tomorrow. The key is moving quickly to cultivate leaders who see beyond today's challenges to tomorrow's opportunities—before your competitors do. Forbes Coaches Council is an invitation-only community for leading business and career coaches. Do I qualify?
Forbes
31-03-2025
- Business
- Forbes
3 Must-Read Trend Reports To Win In Uncertain 2025
In case you haven't noticed, 2025 isn't exactly serving up stability. In case you haven't noticed, 2025 isn't exactly serving up stability. The global economy is wobbling under the weight of rising prices, slowing trade, and geopolitical tensions. Employee expectations are shifting. Entire industries are bleeding into one another. And CEOs? They're moving from growth-at-any-cost to reinvention-or-die. If you feel like your strategic playbook is going stale faster than your last quarterly plan, you're not alone. According to PwC's 28th Annual Global CEO Survey, reinvention has now been ranked the #1 priority for CEOs worldwide three years in a row. And it's not just talk. PwC data shows that over the last five years: • 38% of companies have developed new products or services, • 32% targeted entirely new customer bases, • And a quarter implemented new pricing models or entered new routes to market. What sets successful companies apart is not a single breakthrough, but a strategic approach that blends radical innovation with incremental change—what we at the Reinvention Academy call a diversified portfolio of reinvention efforts. Just as important, it's not a one-time transformation. It's a process—a disciplined, repeatable system of continuous reinvention that helps organizations thrive in turbulence rather than be broken by it. So, how can business leaders not just survive—but win—in this era of continuous disruption? These three powerhouse reports will give you the clarity (and action steps) you need to stay ahead. In a time of shrinking competitive advantage, the PwC CEO Survey delivers one consistent headline: every company is becoming a reinvention company. Gone are the days when leaders could simply optimize what already worked. Today, CEOs are entering entirely new industries, building unexpected partnerships, and redesigning their customer relationships from scratch. From shifting business models to launching new offerings and routes to market, companies are no longer just defending their core—they're expanding their reach in directions that didn't exist five years ago. This finding builds on the insights from my earlier article, 'The New Corporate Playbook: 5 Trends Changing The Rules Of The Game In 2025,' which explores how the shelf life of strategy has shrunk dramatically—and why reinvention is no longer a special project, but the new strategic default. → Takeaway: If your strategic planning cycle still assumes stability, it's time for a reboot. Reinvention isn't a choice. It's your core competency. While headlines often focus on performance, Gallup's 2024 workplace report reveals the quieter issue keeping leaders up at night: disengagement. A staggering 62% of employees say they are disengaged and not particularly productive at work, and the financial toll is massive. Gallup estimates that this disengagement is costing companies hundreds of millions of dollars annually—and that doesn't even touch on lost innovation, cultural drag, and team morale. How do you solve it? Jump to '3 Super-Easy Ways To Boost Your Team's Productivity And Finish 2024 Strong'—a practical guide to refreshing team energy in a world of burnout, complexity, and constant competing demands. As organizations grapple with economic pressure and flat wage growth, employees aren't just looking for higher pay. They're craving meaning, momentum, and mental space. → Takeaway: You don't need more hustle. You need smarter systems, deeper trust, and cultures that unlock rather than constrain people's potential. It's easy to assume that the future of work is all AI, all the time. But the World Economic Forum's 2025 Future of Jobs report offers a more nuanced picture. Yes, demand for AI, data, and fintech talent is rising—but so is business model transformation, projected in 34% of companies globally within the next five years. And this level of reinvention is sparking a massive need to rethink how we hire, train, and redeploy talent. If the world's workforce were made up of 100 people, 59 would need reskilling by 2030: • 29 could be upskilled in their current roles, • 19 could be redeployed elsewhere within the same organization, • But 11 would be left behind, lacking the training needed to remain competitive. These shifts aren't just about automation or digital fluency. As global trade becomes more fragmented and local supply chains surge in importance, we're seeing a rebirth of domestic industries like logistics, food systems, and manufacturing. The real challenge for leaders? It's not just recruiting data scientists. It's building resilient, adaptable workforces that can evolve with the business—and move with it. → Takeaway: The future of talent is not just high-tech—it's high-relevance. Reskilling is not a side project; it's a survival strategy. Strategy used to be about clarity. Now, it's about capacity— • The capacity to reinvent. • The capacity to re-engage. • The capacity to realign with reality, not nostalgia. These three reports aren't just information—they are your navigation system for the uncertainty that defines 2025. So whether you're pivoting products, overhauling your culture, or simply trying to keep up, don't wait for the fog to lift. Start with these insights—and move.
Associated Press
10-02-2025
- Business
- Associated Press
Sustainability Will Evolve To Meet Changin' Times
The lyrics to one of Bob Dylan's most famous songs could certainly apply to the new political environment facing corporate sustainability professionals today: 'The times they are a-changin'.' Following the actions of the new Trump Administration to pull out of the Paris Agreement on climate change and to dismantle diversity, equity, and inclusion (DEI) programs across the federal government, many companies are reevaluating their commitments to sustainability and DEI. In some cases, companies have ended DEI programs or are renaming programs to avoid pushback from the Administration and outside groups. While these challenges may seem overwhelming, the good news is that the business rationale for focusing on sustainability has not changed. Our Top Stories in this issue of the Sustainability Highlights newsletter demonstrate that the value of sustainability is still recognized by CEOs and business leaders, and their efforts will continue even as the way companies communicate about sustainability will adapt to the current political climate. An article on edie about PwC's 28th Annual Global CEO Survey says that two-thirds of the CEOs surveyed reported that climate-related investments had either reduced costs or had no significant impact on costs to the enterprise. According to the survey, 'a clear global trend is emerging: aligning climate-friendly investments with long-term business strategies drives stronger financial performance.' Another article from edie reports on a recent survey by the Capgemini Research Institute of 2,500 global business leaders, which found that 62% of businesses are planning to increase their sustainability budgets in 2025, by an average of 10.5%. The survey found that companies see sustainability 'as a means of weathering persistent challenges such as supply chain disruptions and high energy and commodity prices.' Contributor David Carlin in Forbes magazine says that based on his conversations with sustainability leaders and executives in the financial sector, he believes 'sustainability is not retreating – it is evolving.' He sees three key shifts coming in 2025 that will have big implications for business: first, a move away from high-profile public commitments toward quieter, results-focused action; second, the integration of sustainability into core business functions so it becomes part of the everyday fabric of firms; and last, a stronger focus on sustainability as a driver of economic opportunity and client value. Technology will certainly play an important role in helping companies achieve sustainability goals that have an impact on the bottom line and help increase revenue. In an article in Tech Informed, experts discuss predictions for green technology advances that will drive energy efficiency in 2025, including the increased use of AI, digitalization of communications, and circular economies. The G&A team will continue to monitor the impact of the changing political environment on corporate sustainability initiatives and how companies communicate about sustainability. As always, we are available to discuss how our experts can help you navigate today's challenges and opportunities. Please reach out to us at [email protected].
Zawya
10-02-2025
- Business
- Zawya
CEOs in Sub-Saharan Africa believe the future looks bright: PwC 2025 Global CEO Survey
The PwC 2025 Global CEO Survey has revealed that 63% of CEOs in Sub-Saharan Africa are increasingly optimistic about the future of the global economy. At the same time, half (50%) of this cohort have entered new sectors in the past five years in an effort to embrace reinvention more aggressively, which demonstrates a greater appetite for transformation and strategic diversification. These are some of the key findings emerging from PwC's 28th Annual Global CEO Survey: Sub-Saharan Africa perspective report. Dion Shango, PwC Africa CEO, says: "Today's competitive business environment is characterised by a multitude of significant factors. Among them is the imperative for leaders to adapt to emerging technologies and reinvent their business model. "CEOs are under immense pressure to keep their organisations viable, and for many in Africa, they have earned their stripes handling complex challenges. This has highlighted their unique resilience and given them a competitive edge in today's global market. Under the theme 'From resilience to reinvention', our CEO Survey highlights these crucial insights from leaders in Sub-Saharan Africa and shows that their resilience has blossomed into something more powerful—optimism." Growing confidence There is evidently increasing economic optimism across Sub-Saharan Africa as 63% of CEOs on the continent are expecting improved global economic growth over the next 12 months. This is compared to 58% globally, and marks a 12% increase year-on-year when only 51% of the region's CEOs shared this outlook the previous year. Lullu Krugel, PwC South Africa chief economist and Africa sustainability leader, says: 'This upward shift in confidence ... suggests that these business leaders see clear opportunities ahead, setting a positive foundation for their own business strategies and growth plans. Sub-Saharan Africa's optimism about global economic growth is also being driven by several key factors — among them are declining interest rates, a downward trend in inflation, improved energy security and fuel exports.' CEOs are also increasingly focusing on the factors that will drive their economic viability in the coming years. Almost two-thirds (64%) identified making the correct strategic choices and enhancing organisational efficiency as the factors that will most influence their businesses' economic viability. This is notably higher than their global counterparts, where 55% and 48% respectively shared this view. What remains a significant concern for 57% of these CEOs is potential changes in the regulatory environment — higher than the global average of 42%. Reinvention vital As global forces reshape the business landscape, Sub-Saharan Africa business leaders find themselves at a critical point. They are being driven to reinvent their business models due to several crucial factors — these include ensuring business viability, adaptation to disruption and key megatrends, and navigating key business and risk challenges. Hannelie Gilmour, PwC South Africa consulting and transformation platform leader, says: 'Business model reinvention goes beyond incremental changes and improvements or strategies. It is about fundamentally transforming the core elements that drive an organisation's business model, including their value proposition, profit formula, products and services, capabilities, processes and resources.' Business leaders on the continent do face a distinct set of challenges that set them apart from their global counterparts. The survey reveals that regional business leaders believe they are at a higher exposure to certain critical risks, with inflation emerging as a paramount concern. A striking 42% of CEOs report feeling vulnerable to inflationary pressures — significantly higher than the global average of 27%. However, the challenge landscape extends beyond economic concerns as these business leaders also feel elevated exposure to other critical risks: one in four CEOs in Sub-Saharan Africa feel vulnerable to cyber threats, workforce skill gaps and geopolitical conflicts — each surpassing the global average. Despite these key challenges, 61% of CEOs are confident in their businesses' long-term viability, projecting sustainability beyond the next decade. 'This figure not only surpasses the global average of 55% but also represents a dramatic increase from the previous year's 40%,' says Olufemi Osinubi, PwC Nigeria consulting and risk services leader. 'This surge in confidence suggests that Sub-Saharan Africa business leaders are not merely acknowledging challenges, but actively embracing transformation as a pathway to future success.' AI uptake Businesses in Sub-Saharan Africa are showing slightly lower AI adoption rates compared to global figures (75% vs. 83% globally). Despite this, PwC impact data shows encouraging signs of effective implementation. Business leaders are seeing notable gains in efficiency, with 56% reporting increased employee productivity and 53% noting improvements in executive time management — both comparable to or exceeding global benchmarks. A majority of regional business leaders (72%) plan to adopt or expand their AI initiatives in the next 12 months (compared to 80% globally), and this is being done as they project meaningful returns: 45% expect AI to increase profitability in the coming year. Christiaan Nel, PwC Africa AI leader, says: 'Sub-Saharan Africa business leaders are taking a balanced approach to AI adoption and moving purposefully rather than rushing to match global adoption rates. "The data shows that they are achieving comparable or better efficiency gains when AI tools are implemented, and this suggests that AI is being integrated thoughtfully into existing transformation initiatives. This strategic approach should always align with an organisation's broader business reinvention efforts — and for it to have the best chances of being successful, trust in these AI solutions will be paramount." Strategic sustainability planning Today's business operating environment demands business leaders to integrate their climate impact goals into their strategic planning. Leaders who neglect this aspect risk compromising the long-term growth and viability of their organisations. Sub-Saharan Africa CEOs and their global counterparts show distinct patterns in how they approach climate initiatives, particularly in compensation structures and investment decisions. While 32% of global CEOs have no sustainability metrics tied to their compensation, this figure was significantly lower (23%) for CEOs in Sub-Saharan Africa. More notably, 9% of business leaders in the region have more than 50% of their compensation linked to sustainability metrics, compared to 4% globally. 'This suggests a stronger structural emphasis on sustainability goals for Sub-Saharan African businesses,' Krugel says. 'Beyond this, companies in the region also appear to lag slightly behind in climate-friendly investments, with 78% initiating such investments over the past five years compared to 85% globally.' Krugel says this conservative approach could be due to the fact that only around a third of regional CEOs (32%) reported seeing increased revenue from climate-friendly initiatives. 'Government incentives have remained largely unchanged, with 69% of companies reporting minimal impact in this area,' she adds. Change is inevitable - growth is optional As CEOs contemplate the next year, PwC says it hopes that they do so taking away a critical insight from this report — that the distinction between surviving and thriving in the next decade does not lie in whether organisations face disruption, but in how they respond to it. 'The most forward-thinking CEOs in Sub-Saharan Africa are already embracing this reality and recognising that today's challenges demand more than incremental solutions — they require fundamental transformation,' Shango says. 'For these leaders, the focus has shifted from managing uncertainty to harnessing it as a catalyst for change.' The window for action, however, is narrowing. Whether addressing climate change, technological disruption or market volatility, the opportunity lies in viewing these challenges not as obstacles to overcome, but as platforms for innovation and growth. Organisations that have yet to embark on their transformation journey must move with urgency as the future belongs to those who can turn today's complexities into tomorrow's competitive advantages. All rights reserved. © 2022. Provided by SyndiGate Media Inc. (
