1️⃣ Purpose breaks when rules block impact HBR followed 1,000+ employees and found that “thwarted impact” turns purpose against the company: higher withdrawal, weaker advocacy and almost 5x higher quitting risk.
💡 Why it matters Leaders should audit the rules that stop customer-facing work before purpose turns into resentment.
☕ Coffee talk Which rule is still called governance after the frontline says it is killing the mission?
2️⃣ Marketing needs one scoreboard First Round’s Figma CMO interview makes the operating point: marketing sits across product, revenue and users; split goals between teams create dysfunction.
💡 Why it matters Brand, growth and sales cannot be managed as separate local optimisations if the customer sees one company.
☕ Coffee talk Who owns the end goal when every team can still hit its own number?
3️⃣ Succession starts before the exit McKinsey’s Prudential interview says Charles Lowrey began CEO succession work from day one, with annual board reviews, candidate paths and a profile tied to context.
💡 Why it matters CEO handover is a governance system, not farewell planning. Boards need evidence before the calendar forces courage.
☕ Coffee talk If the first serious succession talk starts after the CEO hints at leaving, who exactly was governing?