The under is a abstract of my latest 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 immediately, 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 consequence 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 laborious reality: for those who’re making an attempt to outrun the wave, you already are. The one actual possibility is to surf it. And browsing requires steadiness, not brute pressure.
That steadiness comes from curiosity. In Zen, it’s referred to 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 Stripped of ego and certainty, it asks new questions, challenges outdated assumptions, and sees clearly when others panic.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 tender ability. It’s the survival ability.
However curiosity with out ethics is simply drift. Know-how isn’t impartial. AI programs are already influencing justice, eroding belief, and burning out staff within the identify 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? The way 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 idea. It’s technique.
Three sensible strikes leaders could make immediately:
- Construct curiosity loops: exchange 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 stress: 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 manner ahead. How are you weaving curiosity into your management mannequin?
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