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ure, there are private jets and high payouts. But CEOs at most firms struggle to keep their heads afloat. Executive whisperers report that nearly every CEO spends half of their Sunday meeting with their leadership team, and the other half catching up on memos and board papers. When they look at the news, they see headlines about new records being broken in CEO exits, both in 2024 and in 2025. And whether they are CEOs or not, most high-level leaders feel that they’re being bombarded with the unknown. Their survival depends on learning to cope with permanent disruption on an enormous scale, even as they’re under persistent pressure to drive quarter-over-quarter metrics.
Previously, executives oversaw change initiatives that might span three to five years—a timeline that now seems laughably long. Currently, one company in five is completely reinventing its businesses every 12 months, according to data from Accenture. Executives can no longer rest after completing a change process, says Lesley Uren, CEO of Korn Ferry Consulting. “Now there’s one change, then another wave, then another.” Most firms and executives are simply not designed to cope with those constant whitecaps of change.
An entire industry has sprung up in recent years just to help leaders improve their outlook. CEOs have tried everything from scenario planning to pep talks to meditation. But what seems to be emerging as a viable solution, say experts, is to build a company with “always-on” capabilities. Under this model, a firm overhauling its business plan is not reinventing itself, but simply responding quickly to the markets. It’s the new normal, and experts say that the path forward is not simply a C-suite training project, but an organization-wide shift to allow nimble responsiveness. That process requires removing the predictable roadblocks that prevent organizations from being agile. The good news—yes, there is good news in this article—is that “leaders and their staffs control all of those roadblocks,” says Jaime Maxwell-Grant, senior client partner in the UK and Ireland Consulting practice at Korn Ferry.
As leaders enter a new year, those following this strategy are clarifying their priorities. What are the top-line metrics on which the whole company needs to deliver? The handful of goals could include operational performance, innovation, or sales numbers. “If what people are working on isn’t one of the priorities, they probably shouldn’t be working on it,” says Maxwell-Grant. Firms can jump-start these priorities with a town-hall meeting every 10 weeks, highlighting a singular priority. Once set, the tactic is to activate at scale, which happens when leaders and managers focus on executing strategy. “That is their job, going forward,” says Maxwell-Grant.
In the past, experts say, traditional management revolved around oversight, delegation, and relationship maintenance. But in today’s hyper-competitive landscape, those
skills are table stakes. An execution-first mindset requires
managers to think less like supervisors and more like project
coordinators who translate high-level strategy into concrete,
actionable steps that teams can complete this week. Speed
is crucial. While you are reading this sentence, successful
companies have already moved to implementation.
Whether you’re a leader or a climber, the deck
may seem stacked against you. We look for ways
you and your firm can thrive in the coming year.
Beat the odds
By Arianne Cohen / Illustrations by Tim Ames
Designers devote entire careers to CREATiNG FLAWLESS PRODUCTS. With today’s pressures, can firms afford such noble pursuits?
