The beneath is a abstract of my current article on what defines tomorrow’s leaders.
The management playbook is breaking down. For many years, disruption got here in waves-the steam engine, the meeting line, the web. We had time to adapt. However as we speak, it’s not one wave after one other. It’s a tsunami of exponential change, with AI, quantum computing, artificial biology, and local weather shifts all colliding without delay. The outcome isn’t complexity. It’s chaos.
This chaos terrifies leaders. I hear the identical whispered query from CEOs, ministers, and technologists alike: Are we already behind? The onerous reality: for those who’re attempting to outrun the wave, you already are. The one actual possibility is to surf it. And browsing requires stability, not brute power.
That stability comes from curiosity. In Zen, it’s known as Shoshin-the newbie’s thoughts. Stripped of ego and certainty, it asks new questions, challenges outdated assumptions, and sees clearly when others panic. In exponential occasions, curiosity is now not a delicate ability. It’s the survival ability.
However curiosity with out ethics is simply drift. Know-how isn’t impartial. AI techniques are already influencing justice, eroding belief, and burning out employees within the title of “effectivity.” The issue isn’t the tempo of change. It’s the absence of steering. That’s why governance frameworks-from Singapore’s AI insurance policies to Estonia’s privacy-first ID systems-matter. They present velocity and scrutiny can coexist.
In Now What? Methods to Trip the Tsunami of Change, I argue for a mindset shift: future-capability over future-prediction. That requires curiosity and foresight, exploration and ethics. This isn’t concept. It’s technique.
Three sensible strikes leaders could make as we speak:
- Construct curiosity loops: change inflexible KPIs with adaptive questions.
- Redesign incentives: reward exploration, not simply effectivity.
- Deal with ethics as design enter, not compliance output.
The leaders who thrive will probably be those that can maintain rigidity: quick but reflective, formidable but grounded, daring but moral. The remaining will drown chasing management they by no means actually had.
So the query turns into: are you designing your group for control-or for curiosity?
Curiosity could really feel slower than management, however in exponential occasions it’s the one method ahead. How are you weaving curiosity into your management mannequin?
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