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(gentle percussion music)

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<v ->For CEOs today, the biggest risk isn't uncertainty,</v>

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(camera shutter clicking)
it's hesitation.

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Over half the CEOs we surveyed

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say their greatest regret wasn't the risks they took.

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It was not moving fast enough when they had the chance.

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So how do you move from indecision

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to action that drives real impact?

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Give us four minutes and we'll show you how.

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(bright gentle music)

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In a world of shifting markets, AI disruption,

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and global tensions, playing it safe

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can feel like the smart move, but that can be just as risky.

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Our research shows the CEOs who make big strategic bets

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early in their tenure outperform those who wait,

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and investors agree. Which is why 80% back companies

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pursuing innovation,

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even if it squeezes margins in the short term.

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The first step, put a price on waiting.

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Don't just look at what could go wrong,

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ask what it costs to wait.

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<v ->So when the value you're creating is margin or is cost,</v>

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you can very directly measure that

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and calculate a weekly or a monthly run rate.

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But the cost of waiting also shows up in momentum metrics,

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or metrics that signal brand and enterprise health.

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Things like the loss of share,

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declining consumer preference,

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or even the amount of capital being reinvested,

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to name some.

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<v ->Second, balance your operator and investor hats.</v>

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While running today's business can be all-consuming,

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CEOs also need to lay the foundations for future growth.

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And that kind of strategy doesn't happen by accident.

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<v ->Imagine a perfectly well-run company.</v>

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What's left for the CEO to do, in that case?

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Well, the only thing left for the CEO to do

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is to think about what's next.

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If you can manage to balance running the company

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and reinventing it at the same time,

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that is the recipe for success in a fast-moving world.

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(hand tapping)

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<v ->Next, get out of the echo chamber.</v>

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Too often, CEOs hear what they want to hear,

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not what they need to.

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The best leaders encourage candor, dissent,

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and seek outside perspectives.

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<v ->When a leader becomes a CEO,</v>

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the whole organization is watching

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how they take in information,

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what they respond positively to,

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what they respond negatively to,

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and it starts feeding them back that information.

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If I had one piece of advice,

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it would be to get off the executive floor.

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Communicate to the organization that, in no uncertain terms,

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you are the type of individual,

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and the company's culture is one,

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that values and expects constructive challenge

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and constructive criticism.

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<v ->Lastly, challenge what you think you know.</v>

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Even the best strategies can hide biases and blind spots,

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so work to uncover them.

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<v ->This is a beautiful moment to step back</v>

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and think, "Which of my assumptions,

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which of my mental models might be ready for a change?

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Which constraints can be broken?

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How can I look at things differently?"

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Because, yes, there's a competitive advantage

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in being better prepared than others,

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especially in volatile times.

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This is the sort of thing

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that can differentiate the leaders from the laggards.

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<v ->No CEO can afford to act impulsively,</v>

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but if they pair vision with discipline,

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they can seize opportunities others overlook.

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The pace of change isn't slowing.

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The only question is, will you?