1️⃣ Shared power needs wiring INSEAD says co-CEOs are moving from emergency fix to deliberate governance design, but the model only works with clear responsibilities, aligned messaging, private conflict and a transition plan.
💡 Why it matters Splitting the CEO role is not modernity by itself. It is an operating model, and bad wiring creates paralysis at the top.
☕ Coffee talk If two CEOs have to renegotiate every hard call, why call it shared leadership instead of a slower meeting?
2️⃣ Culture leaks in meetings HBR’s study of 27 employees and leaders found women and underrepresented employees were interrupted more often, often before finishing ideas; many responded by speaking less or self-censoring.
💡 Why it matters Leaders do not need another culture deck. They need to watch who gets airtime, who gets cut off and whose point survives the room.
☕ Coffee talk What does the meeting say before the engagement survey gets tidied up?
3️⃣ Geopolitics needs a decision owner BCG finds 80% of companies report material geopolitical exposure and about 90% strengthened capabilities last year, but only around 15% embed geopolitics into core decisions.
💡 Why it matters Risk sensing is not enough. Capital allocation, investment and innovation have to absorb the signal before disruption hits the P&L.
☕ Coffee talk Who gets to stop an investment when the geopolitical team is right but the budget cycle is already smiling?