China is becoming the world’s leading technological innovator, and now dominates industries from clean energy to electric mobility. It outspends every other nation on R&D, and files around 70% of the world’s patents, including 60% of those for AI. It makes 65% of the world’s EVs (almost all for domestic sales), and 74% of the world’s lithium batteries.

Over the last decade, companies like Alibaba and Tencent opened the world’s eyes to the scale of Chinese companies, and their potential domestic markets. Yet Chinese products were initially seen as low-cost copycats.

Now a new generation of companies are leading in quality and innovation too.  Companies like BYD and Nio, Longi and CATL, are now seen as global leaders in electric mobility and clean energy. Shein and Temu have disrupted the world with ultra fast fashion. Bytedance is the parent company of TikTok, that drives the social lives of GenZ around the world.

Beyond tech, Kweichou Moutei, for example, is now the world’s most valuable drinks company, illustrating the rise of the world’s largest consumer market, now with discerning tastes and money to spend.

  • Alibaba: from Jack Ma to connecting the world’s businesses
  • BYD: Build Your Dreams, the world’s leading EV company
  • Bytedance: Zhang Yimin and the rise of social media giant TikTok
  • Haier: rendanheyi, the concept behind the world’s home appliances leader
  • Huawei: building an intelligent world, through devices and networks
  • Kweichou: the world’s most valuable drinks company
  • Nio: building a luxury car brand beyond cars, for a joyful lifestyle
  • Oppo making tech friendly with smiley faces and human touch
  • Shein: the rise of the world’s ultra fast fashion platforms, Shein and Temu
  • Xiaomi: Lei Jun’s tech innovator from MiPhones to the SU7

China’s economy may appear to faltered in recent years, China has made substantial strides in revitalizing its economy in recent years, particularly through the promotion and development of high-tech industries and clean energy sectors. These emerging fields are central to the nation’s economic transformation, as China aims to shift from being the world’s factory to a global leader in innovation, technology, and sustainability.

Through a combination of state-driven policies, significant investments in research and development, and an increasingly dynamic private sector, China is laying the groundwork for a more sustainable, high-tech economy that will shape the future of global business.

A new generation of Chinese companies has been at the forefront of this transition. These firms are excelling in fields such as artificial intelligence (AI), electric vehicles (EVs), renewable energy technologies, and semiconductors. Their rapid growth and ability to innovate are challenging established players from Silicon Valley, Europe, and other advanced economies. Not only are these companies transforming China’s economic landscape, but they are also positioning the country as a dominant player in the global business environment.

Electric Vehicles: Leading the Charge

The electric vehicle (EV) sector is one of the most prominent examples of China’s economic revitalization. Companies such as BYD, Nio, and XPeng Motors have emerged as global leaders in EV technology, surpassing their Western counterparts in several key areas.

  • BYD: Founded in 1995, BYD (Build Your Dreams) has evolved from a battery maker into one of the world’s largest manufacturers of electric vehicles and batteries. With its vertical integration model, BYD controls key elements of its supply chain, including the production of batteries, electric drivetrains, and vehicle assembly. In 2023, BYD became the world’s largest EV maker, surpassing Tesla in sales volume for the first time. The company is also a leader in battery technology, particularly in its development of iron-phosphate batteries, which offer advantages in safety, cost, and performance over traditional lithium-ion batteries.
  • Nio: Nio is another key player that has taken the global EV market by storm. The company is known for its premium electric SUVs and sedans and has focused heavily on the user experience, offering features like swappable batteries, which allow drivers to replace a depleted battery with a fully charged one in minutes at dedicated stations. NIO’s focus on autonomous driving technology and its cutting-edge AI-powered in-car systems have given it a significant edge in the growing premium EV market.
  • XPeng Motors: XPeng is a major competitor in China’s EV market, known for its smart EVs that emphasize AI, autonomous driving, and connectivity. The company’s focus on software integration, including its proprietary XPILOT autonomous driving system, allows its vehicles to offer a level of automation and intelligence on par with Tesla’s Autopilot. In addition, XPeng’s aggressive push into international markets—starting with Europe—shows its ambition to become a global leader in EV technology.

These companies benefit from favorable government policies, including subsidies for EV purchases and investments in charging infrastructure. Moreover, they are poised to dominate the global EV market as the world transitions toward sustainable transportation.

Clean Energy: A Green Revolution

China is also making major strides in renewable energy, particularly solar and wind power. The country has become the world’s largest producer of solar panels and is rapidly expanding its wind and hydropower capacity. In addition, China is investing heavily in energy storage technology to support the transition to a clean energy future.

  • LONGi Green Energy: As the world’s largest manufacturer of solar panels, LONGi Green Energy is a key player in China’s renewable energy push. The company is a global leader in the production of high-efficiency monocrystalline silicon solar cells and modules. LONGi’s commitment to research and development has allowed it to stay ahead of competitors by continuously improving the efficiency and cost-effectiveness of its solar products. The company has also been expanding its global footprint, with operations in markets such as India, the U.S., and Europe.
  • Goldwind: Another notable company is Goldwind, one of the world’s largest manufacturers of wind turbines. Goldwind has a significant presence in both domestic and international wind energy markets. Its technological innovations, such as advanced turbine designs and smart wind power solutions, have enabled the company to lower the cost of wind energy generation and improve efficiency. With growing demand for clean energy, Goldwind is well-positioned to continue its leadership in the global wind power market.
  • CATL (Contemporary Amperex Technology Co. Limited): China’s dominance in clean energy extends beyond generation to storage solutions. CATL is a world leader in lithium-ion batteries and energy storage systems. The company supplies batteries for electric vehicles and renewable energy projects, including solar and wind farms, ensuring that clean energy can be efficiently stored and utilized. CATL’s cutting-edge battery technology, including its development of solid-state batteries, positions it at the forefront of the clean energy revolution. As the global demand for energy storage solutions continues to grow, CATL’s role in shaping the future of energy is increasingly critical.

AI and Semiconductor Industry

In addition to clean energy, China is also prioritizing technological innovation in fields such as artificial intelligence (AI) and semiconductors, which are essential for the future of business. AI is transforming industries ranging from manufacturing to healthcare, and China’s leadership in AI development is powered by companies like Baidu, Tencent, and SenseTime.

  • Baidu: Known as the “Google of China,” Baidu is a leader in AI research, particularly in natural language processing, autonomous driving, and machine learning. Baidu’s Apollo project is one of the world’s most advanced autonomous driving platforms, and its AI capabilities are now being integrated into a range of applications, from healthcare diagnostics to smart cities.
  • Tencent: Tencent, primarily known for its social media and gaming platforms, is also making significant strides in AI and cloud computing. The company’s AI solutions are widely used in various sectors, including finance, e-commerce, and healthcare. Tencent is developing AI-driven platforms that optimize business processes, improve customer experiences, and create new revenue streams for enterprises.
  • SenseTime: As one of the world’s leading AI startups, SenseTime focuses on computer vision and deep learning. Its technologies are used in areas such as facial recognition, security, and healthcare. The company’s AI-powered solutions have become integral to China’s smart city initiatives, enhancing public safety, traffic management, and urban planning.

Meanwhile, China’s semiconductor sector, led by companies like SMIC (Semiconductor Manufacturing International Corporation), is also gaining ground. Although still behind global leaders like TSMC and Intel, China’s semiconductor industry is growing rapidly as the country works to reduce its dependence on foreign chipmakers.

Global Impact and Future Outlook

China’s high-tech and clean energy companies are not only revitalizing the domestic economy but also reshaping global industries. By producing cutting-edge products, driving down costs, and investing in next-generation technologies, these companies are setting the stage for a future where China plays a central role in the global economy.

The government’s “Made in China 2025” initiative and its commitment to “green development” are key factors in this transformation. Through state-led investments in infrastructure, education, and R&D, China has created an environment where innovation can thrive. Moreover, the nation’s commitment to achieving carbon neutrality by 2060, coupled with substantial investments in renewable energy and green technologies, positions China to lead the global transition to a low-carbon future.

As these companies continue to scale and innovate, they will likely shape the future of business, not just in China, but globally. They are setting the standard for the next generation of high-tech industries and clean energy solutions, driving both economic growth and sustainable development. The rise of these companies represents a paradigm shift in global business, one that favors technological prowess, environmental sustainability, and digital transformation—key factors that will define the future of the global economy.

Rapidly shifting consumer behaviour and rampant technological revolution are causing a transformation in marketing. How you market has become as significant as what you say, and what you sell.

The new future of marketing

AI is a transformative force in marketing. But not the only one.

From predictive analytics to accelerated innovation, automated processes and hyper personalised communication, ambient intelligence and enhanced experiences, AI rightly drives the thinking of every CMO. Agenic AI, where the AI operates autonomously, will accelerate rapidly, harvesting immense data and iterative knowledge.

Digital, and particularly social, platforms are transforming influence and trust, loyalty and reputation. Who do we trust in this crazy world? Who influences us most? The answer is changing rapidly. Not companies, and increasingly not those so-called influencers either.

Tech will proliferate. From voice-activated devices that now rival SEO, like Alexa and Siri, through to visual search tool, like Lens. AR/VR will blur physical and digital as people seek to immerse themselves physically in a virtual world, although the metaverse-hyped vision is not what it was. Other tech, like blockchain brings transparency and security, speed and ease, making experiences more decentralised and local.

Forget the ad campaign

All of this in real time. Forget the old ideas of planning campaigns for the year ahead, usually more for the convenience of driving sales than satisfying consumers. Forget the old ideas of competitive differentiation as king, distinguishing between different consumers matters much more. Stop trying to do the old things, that don’t work anymore.

Too many marketers are still obsessed with ads. Worldwide ad spending grew nearly 10% in 2024, for a total of $992 billion.

Firstly, marketing is about much more than ads, particularly in a world where  retention and growth typically matter more than acquisition. Second people just dont see the ads like before. GenZ dont even own a TV, they watch movies on Netflix and get their news from TikTok. And GenY have time shifted away from terrestrial ad-driven TV, to on-demand viewing.

Live streaming and realtime ads, dynamic pricing, and instant gratification. Intelligent and automated. ChatGPT and Claude. Perhaps Google. But also beyond the sale, rethinking how to support how products are used, performance enhanced, collaboration enabled, impact amplified.

While it would be easy to assume marketing is all about analytics and AI algorithms, digital and social platforms, it’s ultimately about customers – consumers, clients – real people, human beings with emotions and aspirations. The challenge for marketers – in today’s highly complex and competitive, changing and uncertain markets – is how to embrace the tech capabilities to engage and influence people in relevant and meaningful ways.

Same rules, new tools

Time to think differently. But as always, marketing starts with consumers. Real people.

It’s easy to run away with the shiny new tech, and the new business models and experiences that tech enables. Marketing is still about human beings, attitudes and emotions, hopes and fears, dreams and aspirations, experiences and impacts.

As the tech accelerates, the best brands will become more consumer centric, rather than obsessed with tech, or even with the old idea of being the descriptor of companies and products.

Brands and consumers will become more collaborative, marketing more two-way, more symbiotic. And as people trust each other more than any organisation, collaboration between consumers will drive brands. Communal, tribal, enabling people to achieve more. And also authentic, responsible, and with more impact. Think Strava not Nike. Think Vinted not H&M.

Consumers, of course, are facing many external stresses – from financial pressures to environmental crisis, the changing global political landscape and economic and future uncertainty. As a result, they are choosing to take more control of their lives, reconsidering priorities and aspirations, who they trust and believe, and they are evaluating brands more carefully. Brands themselves are responding, recognising that they need to be more, do more, and enable more.

Theme 1: Brands with trusted intelligence … digital and data, AI with authenticity

AI already plays a major role in most marketing strategies. According to Statista, the market value of AI, which was $93.53 billion in 2021 is expected to hit $190.61 billion in 2025. AI-powered tools like ChatGPT and Claude will continue to enable hyper-personalisation at scale, allowing marketers to tailor content, product recommendations, and customer experiences with unprecedented accuracy. Machine learning algorithms will analyze vast amounts of data to predict consumer behavior, optimize ad spending, and automate complex marketing tasks. This AI-first approach will not only improve efficiency but also enhance creativity, as AI assistants and tools help marketers generate ideas and content that resonate with their target audiences.

Yet as tech intensifies, and AI multiplies, reshaping our everyday lives ever more profoundly, people question what and who they trust, and seek new balances in how they live physically in a digital world.

Consumers want to break free from the monotony of over-programmed lives. The ability of an algorithm to curate personalised content was once its most distinctive feature. Now, its ubiquity contributes to a feeling of soulless,  bland content. The advancement of AI further contributes to this, with much AI- generated content lacking in originality and producing oddly similar outputs.

Theme 2: Brands as consumer curators … social and personal, content and influence

More than 5 billion people worldwide currently use social media, around 65% of the global population.

The power of authentic, user-generated content can’t be understated. Coca Cola, that icon of marketing practice, said themselves that brand building, and marketing communications as an enabler, was no longer about what they said themselves, but what consumers said about them to each other. The brand’s role becomes that of curator, and communication becomes liquid and linked, helping consumers connect messages and content.

As consumers continue to value peer recommendations over traditional advertising, brands will increasingly rely on UGC to build trust and engagement.  With the help of advanced AI tools, marketers will be able to identify and curate the most impactful user-created content across various platforms. With this, more brands will likely develop new strategies to encourage and incentivise high-quality UGC, turning their customers into active brand ambassadors.

Online influencers have reshaped consumer habits, but their growth is slowing, increasingly seen as less real and less trusted. Instead people trust their friends, people most like them. Word of mouth on social media platforms boosting sales for businesses.

Other tools will further enhance this curated capability – helping consumers to make sense of change, innovation and often bewildering choice.  For example, the shift to voice and visual search and engagement. Augmented Reality enables consumers to explore new products and services in context – LOreal pioneered the able to try cosmetics virtually before you buy, IKEA to imagine your newly furnished home with a swipe of your phone.  AI then adds to this in sourcing and recommending the best options.

Theme 3: Brands as platforms for good … physical and digital, ecosystems and enablement

In 2025 and in the years that follow, you can expect social media platforms to evolve into comprehensive ecosystems. Channels like Facebook or Instagram are already primary gateways to the internet for many users. As of 2023, there are over 5 billion social media users across the globe, and this count is likely to increase every year.

In the future, these “super apps” will integrate e-commerce, entertainment, news, and communication services, making them central to consumers’ daily digital experiences. Marketers will need to master a variety of content formats (short-form video, stories, live streams, interactive posts) to maintain visibility across different sections of these super apps.

Personal wellness has been a growth agenda, accelerated by Covid. Not just health, food and drink, but in fashion, in travel, and much more too. This links closely to sustainability, which slowly but crucially becomes an important factor in the majority of purchase decisions. And sustainability is not just environmental, its social too, which leads to the importance of community, digital and physical, and locality.

More generally, brands will work together to solve the bigger problems, or meet the bigger aspirations of consumers. Ecosystems emerge around bigger contexts, for example from living locally to healthier lives, bringing together the brands and the products and services which enable them to achieve more in a more personal, relevant, joined up way.

In today’s tech-intensive world, it’s easy to get carried away with VR headsets and AI generated visuals. Marketing has never simply been about awareness. Marketing is the demand-generated, value-creating engine of the enterprise. And today, while its commercial role in driving profitable growth is undiminished, the best marketing has even more impact – on people’s lives, enabling them to achieve more than they ever imagined – and with more positive value for society too.

Marketing demands more ingenuity, to deliver more impact.

Ok, so lets break these 3 themes down into 6 more practical actions for marketers in 2025:

Action 1: Build a brands and propositions with more purpose, to create more impact

2025 marketing will not just be about selling products or services. It will be about making a positive impact.

Sustainable and purpose-driven marketing will continue to be key trends. Businesses that align with social causes and promote sustainability can resonate with consumers. Consumers continue to be more conscious of their buying decisions. Millennials and Gen Z are especially more conscious of their buying decisions than previous generations. They prioritize brands that align with their values and support the causes they believe in. These younger generations are more aware of their purchases’ social, environmental, and ethical implications. A Nielsen study found that 73% of Millennials are willing to spend more on sustainable products.

These consumers actively seek sustainable, eco-friendly, and socially responsible products and services. Millennial and Gen Z consumers want to make a positive impact with their choices, and they expect businesses to do the same. This shift in consumer behavior has prompted businesses to adopt sustainable and purpose-driven marketing strategies to attract and retain these conscious buyers.

Sustainable marketing involves promoting products or services that are environmentally friendly. It also involves implementing eco-friendly practices in business operations. Purpose-driven marketing, on the other hand, is about aligning with social causes. It is about making a positive impact beyond the business. Businesses can support causes that align with their brand values. They can donate a portion of their profits, volunteer, or advocate for change. This can help to build brand trust and loyalty. Undoubtedly, sustainable and purpose-driven marketing will be key trends in 2025.

Action 2: Content atomisation means being more topical, focused and relevant

In 2025 content atomisation will be a pivotal strategy that will redefine how brands engage with their audiences. In 2025, the right content marketing strategies will prioritize strategic precision over volume, ensuring every piece of content serves a clear purpose in your customer’s journey. Content Atomization involves breaking down long-form content, such as whitepapers and webinars, into smaller, easily digestible pieces—think social media snippets, infographics, and short videos. This trend not only caters to the decreasing attention spans of consumers but also maximizes the value of existing content by enabling brands to reach a broader audience across various platforms.

Incorporating content atomization into marketing strategies for 2025 will require brands to rethink their content creation and distribution processes. By analyzing their most successful long-form content, marketers can identify key insights and topics that resonate with their audience, allowing for the development of targeted micro-content. This method not only helps maintain engagement across different channels but also enhances brand visibility, as bite-sized content is more likely to be shared and interacted with on social media.

Content atomization allows for more personalized marketing. By tailoring micro-content to specific segments of the audience, brands can foster deeper connections and drive higher conversion rates. In 2025, marketers who embrace this trend will be better equipped to adapt to the dynamic digital landscape, ensuring their content remains relevant and impactful in an increasingly crowded market.

Action 3: The best content is created by customers, user generated

User-generated content (UGC) is set to be a key marketing trend in 2025, significantly influencing how brands engage with their audiences. As consumers become increasingly discerning and seek authenticity, UGC offers a powerful way for brands to connect with their customers on a deeper level. By incorporating real customer stories, reviews, and testimonials into their marketing strategies, brands can foster trust and build a sense of community around their products or services.

In 2025, brands can leverage UGC by actively encouraging their customers to share their experiences through social media, contests, or dedicated campaigns. This can include creating hashtags that promote user contributions or featuring customer-generated content in advertising campaigns. By showcasing authentic experiences, brands not only enhance their credibility but also create a sense of belonging among their audience, making customers feel valued and heard.

To effectively implement UGC in their 2025 marketing plans, brands should prioritize platforms where their target audience is most active and engaged. This involves curating content that resonates with their brand identity while encouraging diverse perspectives. Additionally, brands should consider investing in tools and technologies that streamline the collection and analysis of UGC, ensuring that they can utilize this valuable content to refine their messaging and enhance their overall marketing strategies. Embracing UGC will be essential for brands looking to thrive in the evolving landscape of consumer expectations and preferences.

Action 4: Focus the power of AI on delivering real personalised experiences

In 2025, AI and ML will play a pivotal role in personalising customer experiences. They will help businesses better understand customers, predict customer needs, and offer tailored customer solutions. AI can analyze vast amounts of data quickly and accurately. It can identify patterns and trends that humans might miss. This allows businesses to effectively segment their audience and target customers, and prospects, with personalized messages. ML, on the other hand, learns from data. It improves its predictions over time, making it a powerful tool for personalization.

For instance, ML can analyze a customer’s browsing history, purchase behavior, and social media interactions. It can then predict what products or services the customer might be interested in. This level of personalization can significantly enhance the customer experience. It can make customers feel valued and understood, increasing loyalty and engagement.

Coca-Cola uses AI-powered chatbots to interact with customers on various messaging platforms. These chatbots leverage natural language processing and machine learning algorithms to understand customer inquiries and provide tailored responses. By deploying chatbots on platforms such as Facebook Messenger, Coca-Cola can engage with customers in real time, answer their questions, and even recommend personalized products or promotions based on their preferences and purchase history.

Additionally, Coca-Cola uses AI algorithms to analyze customer data and behavior. By tracking consumer trends, preferences, and social media interactions, the company can gain valuable insights into customer behavior and preferences, enabling it to create targeted marketing campaigns and product offerings.

AI marketing technology also influences Coca-Cola’s advertising and content creation. The company can analyze vast amounts of data through AI-powered algorithms to identify demographic trends, consumer sentiments, and optimal advertising placements. This allows Coca-Cola to deliver highly targeted and relevant advertisements to its audience, increasing the effectiveness of its marketing efforts.

Coca-Cola’s implementation of AI in its marketing strategies demonstrates how AI technology can optimize customer engagement, personalize marketing messages, and drive better business outcomes in a highly competitive industry.

Action 5: Think VSO rather than SEO, as people search by voice

Voice search is not a new concept. However, its adoption has been accelerating in recent years. With the proliferation of smart speakers and voice assistants, more people are using voice search. They are using it to find information, make purchases, and interact with brands.

In 2025, voice search optimization will be a significant trend in digital marketing. It will have a significant impact on search engine optimization (SEO). Businesses that want to stay ahead must understand this impact and adapt their SEO strategies to incorporate voice search.

Voice search changes the way people search. Instead of typing short, keyword-focused queries, people speak longer, more conversational queries. This means businesses need to optimize their content for long-tail keywords and natural language. They also need to focus on featured snippets, as voice assistants often read these as the top result for a query.

In addition, businesses should consider creating content that answers common questions people may ask through voice search. They must understand the intent behind voice searches and provide relevant, valuable answers.Voice search results are often sourced from featured snippets. These short, direct answers appear at the top of search results.To appear in featured snippets, businesses need to structure their content clearly and concisely.They need to directly answer common questions related to their business or industry. This can increase the chances of voice assistants picking up and reading their content. One way of doing this is to add Frequently Asked Questions to web pages to enable relevant and valuable information to be easily found and sourced by search engines. On top of that, brands should ensure their website is mobile-friendly and has fast loading times.

As more people use voice search on their mobile devices, having a site that is compatible and easy to navigate will improve the user experience and potentially increase conversions. It’s also crucial for businesses to have an accurate and updated Google My Business listing. Voice search prioritizes local results. When people use voice search, they often look for local businesses or services. Therefore, businesses need to optimize their local SEO. Voice assistants often rely on this information to provide local results.

The rise of voice search is a significant marketing trend for 2025. It will change the way people search and interact with brands. Businesses that adapt their SEO strategies to voice search optimization can stay ahead of the competition. They can reach more customers, improve their online visibility, and drive business growth. In the age of voice search, SEO is not just about keywords. It is about understanding and meeting customer needs.

Action 6: Using micro-influencers to engage real people through social marketing

2025 influencer marketing trends will see more brands partnering with smaller influencers. In the past, influencer marketing was dominated by celebrity endorsements and large social media influencers. However, in recent years, there has been a shift towards micro-influencers.

These individuals have smaller followings but higher engagement rates within specific niche communities. Micro-influencers have a more authentic and genuine connection with their followers. They are seen as relatable and trustworthy sources of information and recommendations. This makes them valuable partners for brands looking to reach a targeted audience.

Furthermore, working with micro-influencers is often more cost-effective than traditional influencer marketing strategies. As consumers become savvy about sponsored content, they tend to trust recommendations from micro-influencers more than those from high-profile celebrities or influencers. In fact, a study by Markerly found that as an influencer’s number of followers increases, their engagement rate tends to decrease.

This is because larger influencers often have a more diverse audience, and it becomes harder for them to maintain a personal connection with each follower. On the other hand, micro influencers can engage with their smaller but more dedicated following on a deeper level. They are seen as experts in their niche, and their recommendations hold more weight among their followers.

For brands, partnering with micro-influencers can lead to higher conversion rates and a better return on investment. Additionally, working with micro-influencers allows for more targeted campaigns. This can also be beneficial for smaller businesses with limited budgets, as they can still tap into the power of influencer marketing without breaking the bank.

However, it is vital for brands to carefully select which micro-influencers to work with. They should have strong engagement rates, a genuine interest in the brand’s products or services, and align with the brand’s values and target audience. It is also crucial to set clear goals and expectations for the partnership, whether promoting a productor increasing brand awareness. Collaborations between micro-influencers can include blog posts, videos, contests or other forms of content creation in addition to social media posts.

Micro-influencers are valuable for businesses looking to reach a niche audience and increase brand credibility. By carefully selecting the right influencers, setting clear goals, and utilizing various forms of content creation, brands can see significant returns on their investment in influencer marketing.

As the world changes, organisations need to change too.

But in a world of relentless, revolutionary reinvention, it is not easy for organisations to keep pace. They need something more radical, more continuous, and more inspiring, if they are to thrive in today’s dynamic markets.

“Living companies” are what I call this new breed of enterprise.

They are inspired by a higher purpose than financial returns, they work like vibrant communities, they recognise people and ideas as their key assets, they act like entrepreneurial start-ups but also with the benefits of scale, to deliver further and faster, with more impact.

Haier‘s “rendanheyi” model has become a great example. Meeting with founder Zhang Ruimin a few years ago, he talked with passion about building high-energy, quantum-like, organisations. Look elsewhere, and Ben and Jerry’s and Patagonia are great examples of organisations inspired by more purpose. And there’s Handelsbanken from Sweden, Handu in China, and Haufe in Germany’s Black Forest.

Gary Hamel has been an evangelical voice for “Humanocracy” which he describes as “creating organisations as amazing as the people inside them” in his book with Michele Zamini.  “Humans are adaptable, but organisations are (mostly) not. Humans are creative, but organisations are (mostly) not. Humans are passionate, but organisations are (mostly) not”, he says.

And now Bayer, the old German drug giant, is trying to do the same.

In January 2024, the 160 year old, 100,000 person company launched a new operating model called “Dynamic Shared Ownership” (DSO) worldwide, which will reduce hierarchies, eliminate bureaucracy, streamline structures and accelerate decision-making processes. The aim of the new operating model is to make the company much more agile and significantly improve its operational performance.

“Imagine a workplace where 95% of decisions are made by those on the ground, where managers become coaches, and innovation cycles are as quick as 90 days. We’re redesigning our entire operating model to put our mission – Health for all, Hunger for none – at the forefront of everything we do.”

Bill Anderson, a 58 year old Texan from Genentech and Roche, joined the German company as new CEO in June 2023. Within 6 months he was ready to introduce the new vision and ways of working. It’s a story of future proofing, but also of survival. His immediate challenge is to turnaround the ailing giant, which is seen as too big, too slow, and too old. Here’s his investment case.

 

According to Bayer’s employee research by the Handelsblatt Research Institute, employees in very hierarchical companies in particular feel held back by bureaucracy and long approval processes. The study shows that companies with flatter hierarchies are more open to innovation, more productive and faster – and employees are more satisfied with their job if they can work independently and take on responsibility.

Michael Lurie, Bayer’s chief catalyst, says “Instead of designing the organisation despite what it means to be human, you design the organisation around what it means to be human.”

It’s about creating value across three dimensions:

  • For customers: World-leading innovation in products and services
  • For employees: Growth, meaning, and entrepreneurship
  • For investors: Superior financial performance

Dynamic Shared Ownership (DSO) consists of five fundamental shifts in how the organisation operates

Shift 1: From shareholder value to mission and outcomes

Measuring outputs rather than inputs is not new, but while most organisations develop grandiose purpose statements, they are far more interested in quarterly results. DSO is about working towards a meaningful mission “Health for all, Hunger for None”. One oncology team was launching a life-saving drug. Instead of going through endless approval layers, they asked a simple question: “What actually helps get this drug to patients faster?”

Shift 2: From hierarchy to a network of autonomous teams

Traditionally, teams in large organisations are focused on things like annual budget requests. Bayer says it is redesigning teams around what customers need today and tomorrow. By the end of 2024, for example, the Crop Science division will have 450 customer teams up and running. Early reports indicate a 20-minute increase in time spent with customers per day.

Anderson says “Team Bayer is full of ideas on how to help farmers, patients, and consumers. We want to turn these ideas into solutions, faster. Our Consumer Health division advanced the launch of a new supplement for couples wishing to conceive by more than one year.”

Shift 3: From functions to value creation

DSO creates four types of teams focused on value creation:

  • Customer teams: Deep in the trenches with farmers, patients, and consumers
  • Product teams: Developing solutions that actually solve problems
  • Technical teams: Building killer capabilities in R&D, supply chain, and commercial
  • Enabling teams: Providing resources and support where needed

Shift 4: From annual planning to rapid cycles

DSO moves from annual planning to 90-day cycles where teams set clear outcomes, test solutions, learn fast, and adapt. It includes  a “brand marketplace” where people allocate themselves to priorities every 90 days based on where they can add the most value.

The pharmaceuticals division advanced its pipeline with eight Investigational New Drug (IND) applications in 2023. They see the potential to accelerate our biggest projects by working in three-month rhythms, assessing progress and reallocating resources along the way.

Shift 5: From reactive to creative mindset

Changing structures and processes is one thing, ensuring people to truly thrive requires a totally different mindset. Bayer is challenging five deeply ingrained mindsets:

  • From preservation to possibility
  • From authority to partnership
  • From scarcity to abundance
  • From certainty to discovery
  • From conformity to self-authorship

This all requires one additional shift, specifically for leaders …

Shift 6: From traditional management to thriving leadership

Bayer is transforming leaders from commanders into enablers, with four distinct roles:

  • Visionaries: Engage with teams to shape meaningful missions. No more handing down objectives from on high—leaders work with teams to craft purposes that matter.
  • Architects: Help teams reimagine how they create value. Instead of dictating processes, leaders help teams design better ways to serve customers.
  • Catalysts: Foster empowerment and teamwork across the network. Rather than managing through hierarchy, leaders break down silos and enable collaboration.
  • Coaches: Support teams in working through rapid cycles. Instead of annual reviews, leaders help teams learn fast and evolve continuously.

Of course change is never easy. Just like Haier’s reinvention years ago, Bayer is also hugely reducing its layers of management, and significant number of management jobs too. Many of the new teams are not yet in place, or operating in new ways. And while there have been quick wins in many aspects of innovation, it is taking some time for the financial results to follow, as the market value fell during 2024. But Anderson reminds us that this is a three year journey, with pain before the gains.

Anderson says “Our teams are adapting quickly to the new working model. By the end of 2024, our new system will touch every corner of TeamBayer. Through this change, we’re aiming for a more productive and fulfilled workforce; world-leading, faster-to-market innovations; and superior financial performance. ”

 

 

Luxury has evolved significantly in recent times, from traditional notions of exclusivity and opulence to embrace a wider range of values, experiences, and innovations.

The concept of luxury has shifted from being solely about status symbols, material wealth, to encompassing a broader range of values and experiences. Today, luxury is defined not just by the price tag or rarity of a product, but by the deeper meanings consumers attach to it, such as personalisation, sustainability, and immersive experiences.

Luxury is less what, more how; less product, more person; less price, more impact.

Recent years have seen a significant shift in audiences for many luxury brands. The rise of new markets, particularly Asia, and the accessibility of online retail, has meant that for many brands, their largest audiences have pivoted from old, western to young, Asian consumers.  At the same time, older consumers are a booming market, with money and time on their hands.

As luxury has become more accessible – online stores are less exclusive or intimidating than traditional boutiques, ranges are more diffused with lower entry prices, and young people prioritise luxury brands despite their less affluence.

The largest luxury brand groups like LVMH and Kering have also chosen to grow their businesses in different ways. LVMH has a huge portfolio of over 75 luxury brands from Dior to Louis Vuitton, Fendi to Givency, Bulgaria and TAG Heuer, and also some slightly more accessible brands like Tiffany and Sephora. Kering is more dominated by one brand, Gucci.

Most recently LVMH has soared while Kering has struggled. Louis Vuitton was a star of the recent Paris Olympics, and the medals themselves came from Chaumet, another LVMH brand. Some analysts feel that Gucci has become overly fashionable, with constantly diversifying and changing products and versions. Other luxury brands, like Hermes, seek to remain timeless.

Luxury Brand Trends 2025

In 2025, the luxury industry is expected to be shaped by a number of evolving trends that blend innovation with deep shifts in consumer behaviour, sustainability, and technology:

1. Experiential Luxury

As luxury consumers seek more than just products, luxury brands are doubling down on offering exclusive experiences that go beyond the typical shopping trip. This includes everything from private viewings to bespoke travel experiences and high-end, personalized events.

  • Example: Ritz-Carlton and Bulgari
    Both Ritz-Carlton and Bulgari have made luxury travel a core offering. In 2025, more luxury brands, including Louis Vuitton (through its luxury travel experiences) and Aston Martin, are expected to deepen their involvement in high-end, curated experiences that combine hospitality with luxury products—think private jets, custom-made adventure trips, or designer travel accessories designed for experiential journeys.
  • Example: Chanel
    Chanel has been known for its private, invitation-only fashion shows, and this trend will likely expand in 2025, with a focus on creating more personalized, exclusive experiences that allow customers to deeply engage with the brand’s artistry and heritage. These experiences could include one-on-one tours of ateliers or private fittings with designers.

2. Technology Integration and Digitalization

The integration of technology into the luxury experience is not just about e-commerce. Luxury brands are incorporating cutting-edge tech to offer personalized services, virtual experiences, and even digital products (such as NFTs) to enrich the customer experience.

  • Example: Balenciaga
    Balenciaga has embraced the digital future by creating digital-only fashion collections and hosting virtual fashion shows. In 2025, expect more luxury houses to experiment with virtual clothing that can be worn in the digital realm, especially as the metaverse gains more traction. Balenciaga’s use of gaming partnerships and digital avatars will likely evolve into fully immersive experiences for luxury consumers.
  • Example: Prada
    Prada has been actively investing in augmented reality (AR) and artificial intelligence (AI) to offer personalized shopping experiences. Their Prada 360 app and virtual fitting rooms have been a step toward creating seamless digital and physical experiences. In 2025, expect more brands to leverage AI for personalized recommendations and virtual try-ons that integrate seamlessly into physical retail.

3. Hyper-Personalization

Luxury brands are increasingly moving towards hyper-personalization, where consumers not only want products tailored to their specific preferences but also expect experiences that align with their lifestyles, values, and identities.

  • Example: Hermès
    Hermès has been at the forefront of personalized luxury, offering bespoke services for their leather goods, silk scarves, and more. In 2025, expect to see even more emphasis on offering highly personalized options through AI-driven customization platforms, where customers can design their own luxury products from start to finish, whether it’s a tailored handbag or a custom pair of shoes.
  • Example: Rolls-Royce
    Rolls-Royce’s Bespoke program offers ultra-personalized vehicles, and in 2025, the brand is expected to deepen its customization services with digital tools that allow customers to collaborate with designers in real-time to create one-of-a-kind cars. This includes bespoke interiors, personalized paint jobs, and other high-end custom features.

4. Wellness and Self-Care in Luxury

Consumers are increasingly seeking products and services that contribute to their overall wellness, mental health, and personal well-being. Luxury brands are beginning to incorporate these values into their offerings.

  • Example: La Mer
    The luxury skincare brand La Mer, owned by Estée Lauder, is set to expand its focus on wellness in 2025 with new lines of products aimed at boosting not just external beauty but also mental well-being. Expect more luxury skincare brands to pivot toward holistic offerings that combine high-performance formulas with mindfulness and wellness elements.
  • Example: Tiffany & Co.
    Tiffany has been exploring the intersection of luxury jewellery and mental well-being. Through collaborations and marketing campaigns focused on mindfulness and self-love, the brand is likely to push forward with new collections designed to evoke positivity and mental wellness, helping to position jewelry as a tool for emotional self-expression and personal growth.

5. Sustainability and Ethical Luxury

Sustainability has transitioned from a niche concern to a central focus in the luxury sector. As consumers increasingly demand transparency and environmental responsibility, luxury brands are adopting more sustainable practices and aligning themselves with environmental, social, and governance (ESG) standards.

  • Example: Gucci
    Gucci has made a significant push toward sustainability through its Gucci Equilibrium platform, which focuses on promoting positive change through initiatives in materials sourcing, circular design, and social sustainability. In 2025, Gucci will likely continue to innovate with regenerative farming practices, carbon neutrality, and alternative materials for products like shoes and bags.
  • Example: LVMH
    LVMH, the parent company of brands like Louis Vuitton and Dior, has committed to reducing its carbon footprint and improving the sustainability of its supply chains. The conglomerate has been accelerating its use of innovative, low-impact materials and has pioneered circular initiatives, such as the launch of “LVMH’s LIFE 360”sustainability program. Expect to see more eco-friendly fashion and packaging innovations in 2025.

6. New Market Expansion

Emerging markets, especially in Asia and the Middle East, are set to drive growth for luxury brands in 2025. As wealth in these regions continues to rise, luxury brands will be adapting their strategies to cater to the local tastes, cultures, and preferences.

  • Example: Louis Vuitton
    Louis Vuitton is already deeply entrenched in China, but it is likely to expand further into secondary cities and diversify its offerings to appeal to a younger, tech-savvy generation of consumers. Expect the brand to continue collaborating with local artists and influencers to engage with these new markets.
  • Example: Fendi
    Fendi has made strategic inroads into the Middle East and is likely to expand its presence in the region with localized offerings, including products tailored to the tastes of local consumers. The brand’s boutique in Dubai, as well as regional influencer partnerships, will continue to drive demand in 2025.

7. Luxury on Demand

On-demand luxury is a growing trend, where consumers can access high-end products and experiences without committing to long-term ownership. This trend is powered by subscription models, rental services, and even temporary ownership options.

  • Example: Rent the Runway 
    Luxury rental platforms like Rent the Runway are making luxury fashion more accessible on a temporary basis, and we can expect this to expand with an increasing focus on high-end accessories, jewelry, and limited-edition pieces available for short-term rentals.
  • Example: Porsche and Ferrari
    Both Porsche and Ferrari are looking into luxury car subscription services, where customers can enjoy the experience of driving a high-end vehicle without the long-term commitment. In 2025, expect to see more high-end automakers offering flexible subscription plans that allow consumers to access the latest models on demand.

I’ve written 10 business books, selling over 100,000 copies, won a few awards along the way, and seen them translated into 35 languages. I’ve hosted the Future Book Forum for the last 10 years, bringing together many of the world’s top publishers and partners. I’ve launched a digital startup with Wiley focused on the practical application of books. And I’ve worked with Thinkers50 over the last decade, celebrating the best ideas from around the world, and making them more accessible for business leaders to apply through events, articles and workshops.

So I’m definitely into books, or at least business books. And particularly those which are fresh, thoughtful, practical, and inspiring.

Here’s my shortlist of the best business books from 2024:

The Algebra of Wealth by Scott Galloway

Scott Galloway, or Prof G as he likes to call himself, is a populist business school professor. Insightful and irreverent, his podcasts and newsletters have a huge following. This is his practical guidebook to winning today’s wealth game.

Today’s workers have more opportunities and mobility than any previous generation. They also face unprecedented challenges, including inflation, labour and housing shortages, and climate volatility. Even the notion of ‘retirement’ is undergoing a profound rethink, as our lifespans extend and our relationship with work evolves. In this environment, the tried-and-true financial advice our parents followed no longer applies. He lays bare the rules of financial success in today’s economy. He explains you what you need to know in order to improve your chances of achieving economic security no matter what.

Galloway says there are 4 factors of wealth building, that financial success boils down to a simple algebraic formula:

  • Focus: Picking a clear goal and dedicating sustained effort toward it.
  • Discipline: Consistently making decisions that contribute to long-term wealth, like saving, investing, and avoiding bad financial habits.
  • Serendipity: Creating opportunities for good fortune through hard work and networking.
  • Luck: Acknowledging the uncontrollable role of timing and chance while maximizing your odds through preparation.

He advises you to invest in their professional skills and career development to ensure higher earning potential over the long term. He emphasises industries with strong growth prospects, like technology and healthcare. He highlights that wealth often comes faster through ownership than wages, encouraging readers to consider entrepreneurial ventures or acquiring equity stakes.

He stresses the importance of living below your means, avoiding unnecessary debt, and establishing an investment strategy. Galloway provides insights into effective money management practices. He explores how relationships and a network of supportive people can contribute to your personal and professional success. And he links overall happiness and quality of life with financial independence. He emphasizes maintaining good health and investing in oneself as critical components of success.

“The Art of Uncertainty” by David Spiegelhalter

How to navigate chance, ignorance, risk and luck.

We live in a world where uncertainty is inevitable. How should we deal with what we don’t know? And what role do chance, luck and coincidence play in our lives?

David Spiegelhalter has spent his career dissecting data in order to understand risks and assess the chances of what might happen in the future. He’s been described as “probably the UK’s greatest living statistician”.

In engaging, crystal-clear prose, he takes us through the principles of probability, showing how it can help us think more analytically about everything from medical advice to pandemics and climate change forecasts, and explores how we can update our beliefs about the future in the face of constantly changing experience.

Along the way, he explains why roughly 40% of football results come down to luck rather than talent, how the National Risk Register assesses near-term risks to the UK, and why we can be so confident that two properly shuffled packs of cards have never, ever been in the exact same order.

“Growth: A Reckoning” by David Susskind

Over the past two centuries, economic growth has freed billions from poverty and made our lives far healthier and longer. As a result, the unfettered pursuit of growth defines economic life around the world. Yet this prosperity has come at an enormous price: deepening inequalities, destabilizing technologies, environmental destruction and climate change.

Confusion reigns. For many, in our era of anaemic economic progress, the worry is slowing growth – in the UK, Europe, China and elsewhere. Others understandably claim, given its costs, that the only way forward is through ‘degrowth’, deliberating shrinking our economies.

At this time of uncertainty about growth and its value,  economist Daniel Susskind provides an essential reckoning. In a sweeping analysis full of historical insight, he argues that we cannot abandon growth but shows instead how we must redirect it, making it better reflect what we truly value. He explores what really drives growth, and offers original ideas for combatting our economic slowdown.

Susskind argues that while economic growth has historically improved health and reduced poverty, it has also led to significant issues like environmental destruction and climate change.

He critiques the notion of ‘degrowth’—deliberately shrinking economies to address these problems—as impractical and potentially harmful, suggesting that abandoning growth could reverse progress and confine millions to poverty. Instead, Susskind advocates for redirecting growth to better reflect societal values, emphasizing the need for increased investment in research and development (R&D) and the adoption of new technologies.

He underscores the importance of managing intellectual property rights to incentivize innovation and calls for government policies that encourage technological progress. He also highlights the necessity of ethical considerations in shaping economic policies, suggesting that decisions about growth should balance improvements in living standards with the mitigation of negative consequences.

“Fusion Strategy” by Vijay Govindarajan and Venkat Venkatraman 

How will real-time data and AI radically transform physical products, and the companies that make them?

Tech giants like Facebook, Amazon, and Google can collect real-time data from billions of users. For companies that design and manufacture physical products, that type of fluid, data-rich information used to be a pipe dream. Now, with the rise of cheap and powerful sensors, supercomputing, and artificial intelligence, things are changing—fast.

In Fusion Strategy, innovation guru Vijay Govindarajan and digital strategy expert Venkat Venkatraman offer a first-of-its-kind playbook that will help industrial companies combine what they do best—create physical products—with what digitals do best—use algorithms and AI to parse expansive, interconnected datasets—to make strategic connections that would otherwise be impossible.

The laws of competitive advantage are changing, rewarding those who have the most robust, data-driven insights rather than the most valuable assets. To compete in the new digital age, companies need to use real-time data to turbocharge their products, strategies, and customer relationships. Those that don’t risk falling on the wrong side of the next great digital divide.

  • Integration of Real-Time Data and AI: The book emphasizes the importance of integrating real-time data and AI into the core of business operations to drive innovation and efficiency. This fusion is seen as a fundamental shift that redefines competitive advantage.
  • Creating Strategic Connections: By combining the strengths of physical product creation with the capabilities of algorithms and AI, companies can make strategic connections that were previously impossible.
  • Data-Driven Insights: The authors argue that robust, real-time insights are becoming more valuable than traditional assets. Companies need to use real-time data to turbocharge their products, strategies, and customer relationships.
  • Organizational and Cultural Changes: Implementing a fusion strategy requires fostering a data-driven culture where decisions are guided by real-time insights rather than intuition or tradition. This involves investing in data literacy training, promoting cross-functional collaboration, and encouraging a continuous improvement mindset.
  • Ethical and Societal Implications: The book highlights the importance of addressing ethical and societal challenges related to privacy, security, and job displacement. Businesses have a responsibility to ensure that their fusion strategies align with broader societal values.
  • Leadership Role: Effective leadership is crucial for driving the adoption of fusion strategies. Leaders must champion the integration of real-time data and AI and create an environment that supports innovation and responsible use of technology.

“Supremacy” by Parmy Olsen

In November of 2022 – a webpage was posted online with a simple text box. It was an AI chatbot called ChatGPT, and was unlike any app people had used before. It was more human than a customer service agent, more convenient than a Google search. Behind the scenes, battles for control and prestige between the world’s two leading AI firms, OpenAI and DeepMind, who now steers Google’s AI efforts, has remained elusive.

It was never meant to be this way. The founders of the two companies behind the most advanced AIs in existence – Open AI (ChatGPT) and DeepMind (Bard) – started their journeys determined to solve humanity’s greatest problems. But they couldn’t develop their technologies without huge amounts of money – money that Microsoft and Google were more than happy to give them, in exchange for the most powerful seats at the table.

Supremacy is the behind-the-scenes story of the battle between two AI companies, their struggles to use their tech for good, and the dangerous direction that they’re now going in. Featuring a cast of larger-than-life characters, including Elon Musk, Larry Page, Sergey Brin and Peter Thiel, Supremacyis a story of manipulation, exploitation, secrecy and of ruthless, relentless human progress – progress that will impact all of us for years to come.

She states “The real threat of artificial intelligence that its top creators are ignoring: the profit-driven spread of flawed and biased technology into industries, education, media and more”.

“Co-Intelligence: Living and Working with AI” by Ethan Mollick

Consumer AI has arrived. And with it, inescapable upheaval as we grapple with what it means for our jobs, lives and the future of humanity.

Cutting through the noise of AI evangelists and AI doom-mongers, Wharton professor Ethan Mollick has become one of the most prominent and provocative explainers of AI, focusing on the practical aspects of how these new tools for thought can transform our world. In Co-Intelligence, he urges us to engage with AI as co-worker, co-teacher and coach. Wide ranging, hugely thought-provoking and optimistic, Co-Intelligence reveals the promise and power of this new era.

Here are some of the main takeaways:

  • Always Invite AI to the Table: Mollick emphasizes the importance of integrating AI into decision-making processes and workflows. By leveraging AI’s strengths, we can improve efficiency and innovation.
  • Be the Human in the Loop: It’s crucial to maintain human oversight and validation of AI outputs. This ensures that AI-generated results are accurate and reliable.
  • Treat AI Like a Person: Mollick suggests treating AI as a collaborative partner by providing clear context and instructions. This helps AI generate more useful and relevant outputs.
  • Assume This is the Worst AI You’ll Ever Use: By acknowledging that AI technology will continue to advance, we can prepare for future improvements and avoid complacency.
  • Start Tasks with AI: Mollick introduces the concept of “The Button,” encouraging users to begin tasks with AI and then refine the results as needed.
  • Ethical and Cautious Deployment: The book highlights the importance of deploying AI ethically and cautiously to avoid potential misuse and ensure societal benefits.

The Enduring Enterprise by Devin DeCiantis and Ivan Lansberg

A Peruvian family building a soft drink giant during an active terrorist conflict, a Syrian family business starting afresh in a neighboring country after their assets were seized following a military coup, and an iconic Haitian family hotel prevailing through earthquake, crime, and economic collapse.

Family businesses thrive in some of the world’s toughest environments, providing vital lessons for businesses everywhere.

The bulk of the world’s growth in population and economic activity in the foreseeable future will be generated in the developing world. This is precisely where enterprising families dominate, operating very differently than their peers in more stable and affluent nations. These businesses not only survive but actually thrive in turbulent times, enduring wars, lawlessness, market failures, environmental disasters, and more. The world’s most advanced economies will increasingly experience these types of structural shocks and chronic uncertainties in the years ahead. The question is, what can they do about it?

The book explores the lives of families operating in emerging and frontier economies who rely on a unique portfolio of stabilizing strategies to create islands of trust, resilience, and prosperity amidst persistent turmoil. Yet these tactics can also be deployed by any business coping with extended periods of volatility or building a more systematic approach to managing risk.

“Main Street Millionaire” by Codie Sanchez

How to make extraordinary wealth buying ordinary businesses.

Warren Buffet’s success relied on a simple idea: invest in undervalued businesses with a history of strong and stable earnings. Forget about shiny startups, ecommerce, and drop-shipping. Instead, invest in a plumber, construction firm, cleaner, or electrician—the kind of businesses that are easily overlooked by white colour workers—to access reliable cash-flow.

Codie Sanchez’s book is a little flamboyant but refreshing in two ways. First, it concentrates on small “boring” businesses. Second, it serves up a recipe to bypass the challenges of a founder by creatively financing smart deals. Most people look for wealth in all the wrong places. From dropshipping and startups to grinding for promotions, you might believe you have to trade your life to be one of the few who win. But the truly rich know these paths are paved with delusion and false promises.

Sanchez explores a different path. Instead of risking it all with little chance of success, she shows you how to acquire cash-flowing businesses that are winning right now. Sanchez, one of the world’s leading small business experts, reveals the dealmaking framework she’s taught to tens of thousands, and that she’s used to build her own 9-figure holding company. Her secret? She acquires overlooked “Main Street” businesses, or small businesses available to us all on the high street. We’re talking about the unsexy but reliably profitable industries ― like plumbing, construction, cleaning, electrical ― that white collar workers have overlooked.

“How to Become Famous” by Cass Sunstein

This is quite a bold title. As is the subtitle “Lost Einsteins, Forgotten Superstars, and How the Beatles Came to Be.”

Fame is like lightning. Taylor Swift, Bob Dylan, Leonardo da Vinci, Jane Austen, Oprah Winfrey—all of them were struck. Why? What if they hadn’t been?

Consider the most famous music group in history. What would the world be like if the Beatles never existed? This was the question posed by the playful, thought-provoking, 2019 film Yesterday, in which a young, completely unknown singer starts performing Beatles hits to a world that has never heard them. Would the Fab Four’s songs be as phenomenally popular as they are in our own Beatle-infused world? The movie asserts that they would, but is that true? Was the success of the Beatles inevitable due to their amazing, matchless talent?

Maybe. It’s hard to imagine our world without its stars, icons, and celebrities. They are part of our culture and history, seeming permanent and preordained. But as Harvard law professor (and passionate Beatles fan) Cass Sunstein shows in this startling book, that is far from the case. Focusing on both famous and forgotten (or simply overlooked) artists and luminaries in music, literature, business, science, politics, and other fields, he explores why some individuals become famous and others don’t and offers a new understanding of the roles played by greatness, luck, and contingency in the achievement of fame.

Here are my main takeaways:

  • The Social Dynamics of Fame: Fame isn’t purely about talent or hard work but is often dictated by social dynamics, including exposure, timing, and influential networks. Social media and the internet amplify the processes of becoming famous, creating more opportunities but also risks for individuals seeking public recognition.
  • The Role of Social Norms: Sunstein emphasises the critical role of social norms in shaping fame. What society values at a given time—whether beauty, innovation, or charisma—significantly impacts who becomes famous. Fame is often self-reinforcing: once someone is famous, their influence on shaping norms can perpetuate their status.
  • The Attention Economy: Fame thrives on attention, which is finite and competes with other demands. Strategies for becoming famous often involve figuring out how to capture and sustain attention in a crowded media landscape. Shock value, humor, and emotional resonance are common tools for breaking through the noise.
  • Luck and Serendipity: While strategic planning and ambition are factors, Sunstein acknowledges the role of luck and timing in the pursuit of fame. Being in the right place at the right time can be as important as skill or strategy.
  • The Double-Edged Sword of Fame: Fame can bring immense rewards—money, influence, and opportunities—but it also has drawbacks, including loss of privacy, constant scrutiny, and the pressure to maintain public relevance. The book discusses the psychological impacts of fame, such as identity crises and the fragility of public image.
  • Fame in the Digital Age: The internet has democratised fame, enabling ordinary individuals to gain massive followings without traditional gatekeepers like publishers, producers, or industry insiders. However, this democratization has also led to challenges, including fleeting attention spans and the potential for “cancel culture.”
  • Ethics and Responsibility: Sunstein reflects on the ethical aspects of fame-seeking behavior and the responsibility that comes with public influence. The famous often wield significant cultural and political power, which can shape public discourse.

“The Whole Story” by John Mackey

Adventures in love, life, and capitalism. Whole Foods Market’s cofounder and CEO for forty-four years, John Mackey offers an intimate and provocative account of the rise of this iconic company and the personal and spiritual journey that inspired its remarkable impact.

The Whole Story invites listeners on the adventure of building Whole Foods Market: the colorful cast of idealists and foodies who formed the company’s DNA, the many breakthroughs and missteps, the camaraderie and the conflict, and the narrowly avoided disasters. Mackey takes us inside some of the most consequential decisions he had to make and honestly shares his regrets looking back.

Beyond the Whole Foods story, Mackey also dives into his spiritual journey from Christianity to New Age mysticism, Eastern wisdom, and life-changing awakenings through psychedelics. Political and intellectual development: from countercultural co-op dweller to libertarian and Conscious Capitalist. Philosophical and ethical awakenings: especially with regard to animal welfare and the tension between his personal values and industry practices. Personal passions: most notably, his love of long-distance, ultra-light backpacking on the great trails of our country and planet.

“Red Helicopter” by James Rhee

In kindergarten, James Rhee received a toy red helicopter in gratitude for a simple act of generosity—sharing his lunch. Decades later, the lesson from that small gift led him to develop a human-centered framework for business and personal achievement that helped him overcome seemingly insurmountable hurdles and find unprecedented success.

Rhee was a high school teacher turned private equity investor when he unexpectedly took the helm of Ashley Stewart, an iconic company predominantly employing and serving Black women. Inspired by the values his dying Korean immigrant parents instilled in him, he knew that a radically different—yet familiar—approach was required to lead this twice-bankrupt company from certain liquidation to true transcendence.

Is it possible to be successful and kind? To lead with precision and compassion? To honour who we are in all areas of our lives?

The entire world bet against him and Ashley, but Rhee trusted his instincts to identify, measure, and leverage the intangible goodwill at the company’s core, a decision which ultimately multiplied its fortunes several times over. Anyone can combine the clarity and imagination we had as children with fundamental business metrics. Anyone can apply this refreshingly intuitive approach to lead change at work and at home.

“The Upside of Disruption” by Terence Mauri

Terence Mauri is a good friend. From a career in brands and advertising he has reinvented himself in the innovation space, and what it means for leaders.

He explores why so many of us continually overestimate the risks of bold decisions while underestimating the downsides of standing still for too long in an increasingly complex and volatile world. The upside of disruption is about turning challenge and threat, uncertainty and complexity, into a tailwind for laser-like focus and strategic courage.

He introduces the DARE framework, focusing on four critical areas:

  • Data: Leading with AI. He emphasizes the transformative impact of artificial intelligence (AI) on industries and business models. He advocates for a human-centric approach to AI, suggesting that as organizations become more digital, they should prioritize human elements to empower people rather than replace them. This involves fostering a culture where employees are energized to use AI as a co-pilot for value-creating work, reducing time spent on bureaucratic tasks.
  • Agility: The Importance of Unlearning.  The book highlights the necessity for leaders to unlearn outdated practices and mindsets. Mauri defines unlearning as the capacity to reflect (humility), rethink (agility), and renew (growth). This proactive approach helps organizations adapt to changing circumstances, avoid stagnation, and embrace new opportunities for growth.
  • Risk: Cultivating a Courageous Mindset. He discusses the importance of adopting a contrarian mindset to navigate disruption effectively. He suggests that leaders should have the courage to challenge conventional business wisdom, which can lead to identifying new growth opportunities and staying ahead of the curve. This involves balancing courage with humility, as overthinking can lead to risk aversion.
  • Evolution: Building Trust-Based Cultures. The book underscores the significance of trust in organizational growth. Mauri introduces the Trust Mindset, focusing on identity (who we are), agility (how we work), and scalability (how we grow). He argues that leaders should create environments where values are clear, empowerment is genuine, and growth stories are compelling, enabling individuals to feel included and take ownership of the future.

“Make your Own Rules” by Andrew Huang

YouTuber Andrew Huang offers practical tips and hard-won advice for creatives seeking financial stability while staying authentic.

How does a musician with acute hearing loss, a refusal to perform live, and no industry connections carve a path to millions of followers and lucrative royalty checks? In Make Your Own Rules, Andrew Huang shares stories from his two decades as a music industry misfit and offers advice on both the artistic and business sides of working as a creator in our digital era.

Beginning with auctioning his songwriting skills on eBay as a teenager, Andrew continuously found new ways to thrive in a music career over the last twenty-plus years. His storied career and hard-won wisdom can help aspiring digital creatives find success as well. Organized by sections on building your creative foundations, growing an audience in the digital age, making money, and staying true to yourself, he book pairs personal anecdotes with concrete advice applicable to any freelance digital creator.

You’ll learn how Andrew became an early adopter of sharing music online—for free!—and how he leveraged social media to grow an organic following and amass millions of song streams and video views. Additional chapters provide insight into his designing an online course and music production tools that have been used by tens of thousands of people, and how he created revenue streams for himself that didn’t exist previously.

With open-minded perseverance, Andrew made up his own rules for life. His unlikely journey will inspire creators to find opportunity, financial stability, and fun in their pursuits.

Seaweed is amazing!

Seaweed, and other microscopic algae, are amongst the fastest growing organisms on the planet (the giant kelp Macrocystis Pyrifera, can grow nearly a metre a day, attaining lengths in excess of 50m) .

Seaweed outnumbers land-based plants 9 times, absorbs minerals directly from the water around it and is thought to be
the single most nutritious foods that you eat (rich in trace elements and vitamins, it typically contains more protein than meat and more calcium). It also contributes around 90% of the world’s oxygen.

There are over 12,000 seaweed species.

Seaweed is an algae, not a plant. It has no roots, leaves or stems to transport water or nutrients. Instead each cell derives what it needs directly from the seawater around it. The only similarity between seaweed and land plants is that both rely on sunlight to create energy through photosynthesis. In fact seaweed could be an incredible source of sustainable energy.

Not only is seaweed a potentially great source of energy, it can reduce the amount of carbon in our atmosphere too. Having a seaweed forest covering 9% of the ocean would absorb more CO2 than human activities produce.

Ancient Greeks used seaweed for healing purposes. Long before we were putting seaweed in our skincare products, they were using it in their heated baths to draw out toxins from the body and rejuvenate their skin. Known as Thalassotherapy (thalasso is Greek for ‘sea’) they believed it could restore good health and cure illness.

And it tastes like bacon. This has opened doors in the vegan and vegetarian market. Seaweed-based bacon is not just vegan-friendly, but also gluten-free, low carbohydrate, organic, and sustainable. A seaweed diet is linked to an increased life expectancy, Japanese Okinawa diet (low salt, high seaweed).

You can read more about seaweed here, but let’s focus on its potential as a great source of sustainable energy:

Seaweed as biofuel

Kelp, a type of seaweed, is a promising source of biofuels, if sustainably produced and used.

Compared with, for example soya, which is also used for the production of biofuels, growing seaweed is faster, more space-efficient and does not require the use of fresh water or the addition of fertilizer. Furthermore, seaweed does not compete for land area. On the contrary, seaweed can be grown in exactly the area we have the most of: the sea.

Europe today meets 90% of its renewable transport target with land-based biofuels, which in many cases are at least as bad as fossil fuels. Meanwhile, climate science shows that fighting climate change will necessarily involve bioenergy, though the sustainable scale remains one of climate science’s most unsure areas.

As a source of sustainable energy, seaweed has some key benefits:

  • Available: Though seaweed is plentiful, it is an under-used source of biomass. The sea covers almost three-quarters of the world and half of the world’s biomass grows here. However, we only get 2% of our energy from food that comes directly from the sea.
  • Scalable:  Seaweed can be grown on straight or circular ropes, horizontally and/or vertically, (ideally) down to 10m depth to retain optimal sunlight conditions. There are also integrated solutions to growing seaweed that make best possible use of
    the available space. For example, seaweed could be grown in circular systems, like Integrated Multi-Trophic Aquaculture that brings together other sea production, like fish farming and offshore energy. This makes the involved industries both more sustainable and cheaper as, amongst other benefits, it’s easier to recycle nutrients, seaweed grows better when it can use waste nutrients from fish farming, and sharing infrastructure minimises costs.
  • Suitable: Between 85 and 90% of seaweed is water, which means seaweed is very suitable for biofuel-making methods like anaerobic digestion to make biogas and fermentation to make ethanol. In addition, many seaweed species, like sugar kelp, have high carbohydrate and low lignin content that is perfect for making bioethanol.
  • Efficient: especially in absorbing nutrients like phosphorous and nitrogen. Because seaweed grows very fast, it can absorb a lot of CO2, in fact up to 66 tonnes CO2 per hectare, which can help tackle ocean acidification. Fast growth also means CO2 emissions from for instance seaweed biofuel are quickly reabsorbed by new growth. In addition, seaweed doesn’t need fresh water or fertilising.
  • Productive: growing about 26 tonnes dry weight per hectare, compared to 2.3 tonnes soya and 5.1 tonnes corn.

With an effective business model for the harvesting of seaweed as a sustainable energy source, it has the potential to deliver huge benefits. The model will need to address issues such as ocean conservation, development of production facilities on land, and the costs. These factors will be important to address in order to ensure that seaweed becomes a net zero, or even net positive, future source of energy.

This week I got to visit the world’s largest carbon capture and storage facility in Iceland, operated by Swiss company Climeworks.

At Climeworks’ new “Mammoth” DAC facility, the CO₂ is permanently removed from the air by capturing and geologically storing it for thousands of years with Climeworks’ storage partner Carbfix.

The newly opened site is around 30km from Reykjavik, Iceland’s capital.

The ambition is certainly impressive. Approaching, I see the billowing steam of the huge On geothermal power plant, surrounded by a landscape of snow covered solidified lava, and distant volcanoes. Abundant geothermal energy is the main reason why Climeworks has come to Iceland.

And then I see the distinctive V-shaped suction “capture containers” of Mammoth. In some ways it looks like the world’s largest air conditioning unit, but its impact is exactly the opposite. These containers suck carbon dioxide out of the air, and filters it of its carbon in a heated chemical process.

Mammoth is the world’s largest carbon capture and storage plant, with over 200 engineers working there. It has a lifetime of around 25 years, and will be at full capacity by 2025 with 72 collector containers, and with a capture capacity of 36,000 tonnes.

Surrounding the Climeworks site are small white domes, where the captured carbon is pumped 700m underground, and mineralised into rock. They are operated by Climeworks’ local partner Carbfix, an Icelandic company that dissolves the carbon in water, then injects it into the basalt rock below.

Climeworks business model is to seek funding from business and individuals, who then fund the process. It has already sold a third of Mammoth’s lifetime capacity (to companies including Microsoft, JP Morgan, Stripe, BCG and PwC, plus individuals like Bill Gates, and the band Coldplay).

Climeworks empowers people and companies to fight global warming by offering carbon dioxide removal as a service via direct air capture (DAC) technology.

Climeworks was founded in 2009 by the mechanical engineers Jan Wurzbacher and Christoph Gebald. During their PhDs at the ETH Zurich, the two founders conducted research on direct air capture technology to remove carbon dioxide from the air. Based on that scientific research, Climeworks was founded as a spin-off from ETH Zurich, the 150 year old Swiss science and engineering university.

Climeworks is on a journey to deliver climate impact at scale. To do so, the company strives to inspire 1 billion people to act and remove CO₂ from the air. Since 2009 it has developed 15 DAC facilities around the world, including 6 locations in Switzerland, plus the UK, Germany, Austria and Belgium, operated by 500 “Climeworkers” .

Here’s how Climeworks works:

  • Direct Air Capture (DAC): Climeworks employs direct air capture technology, which captures CO₂ directly from the atmosphere. Their modular and scalable DAC plants use air collectors to draw in carbon and trap it on specialized filters.
  • Mammoth Facility: Their new Mammoth facility in Hellisheidi, Iceland, is a game-changer. It can capture 36,000 tons of CO₂ annually at peak capacity—about 10 times larger than their existing Orca plant.
  • Patented Technology: Climeworks intends to capture a megaton of CO₂ by 2030 and an astounding gigaton by 2050 using their patented technology. This commitment is crucial for achieving net-zero emissions globally.
  • Global Recognition: Carbon removal has transitioned from a niche concept to a globally recognized solution. The U.S. Department of Energy even awarded funding to Climeworks and its partners to build the country’s first large-scale direct air capture facilities.
  • Underground Storage: Climeworks combines DAC with permanent underground storage (DAC+S). They inject the captured CO₂ deep underground, where it reacts with basalt rock, transforming into stone and remaining safely stored for over 10,000 years. This ensures it no longer contributes to global warming.
  • International Expansion: While Iceland offers ideal conditions, Climeworks is expanding globally. They’re exploring projects in the U.S., Canada, Norway, and Kenya to remove CO₂ on a megaton and gigaton scale.

By actively removing CO₂, Climeworks plays a vital role in our fight against climate change.

A few photos from my recent visit to the Icelandic site …

Approach the site, the nearby On geothermal power station provides huge amounts of clean, free energy to power the DAC process:

Climeworks’ new Mammoth plant is far larger than its initial Orca test facility, and is distinctive for its V shaped wings:

Up closer, the vents open, sucking carbon dioxide from the air, recognising the challenge is not just to reduce emissions but to clean up historic emissions:

Iceland was chosen as the location for the Swiss company’s plant as it is not only an excellent source of geothermal energy, but also to store the carbon underground, in partnership with Carbfix:

The “Mammoth” DAC facility, is currently the largest in the world, and was opened in April 2024, and now in full production:

Thank you to Climeworks, and the University of St Gallen, for enabling such a rare and fascinating insight into the frontiers of fighting climate change, and creating a cleaner future.

Two questions for you …

  • In the next 10 years, do you see the world as getting better or worse?
  • How capable do you feel of personally affecting the future?

Think about it. We live in a world of relentless change.

Superfast-gaming chips and fat-busting superdrugs, asteroid-chasing rockets and carbon-capturing technologies, 4 day working weeks and chess reinvented as a reality TV game, health-enhancing fashions and the rebirth of the hairy mammoth. Nvidia is transforming tech, while Novo Nordisk innovates healthcare, KinetX changes the space race, while Climeworks eliminates carbon.

We used to marvel at innovations with a leap of imagination. Ideas and technologies that promised to transform our world, but seemed a little out of reach. Now, science fiction has collided with practical reality, powered by mind-boggling technologies that are evolving at incredible speed, but also rapid social and cultural change, accelerating human possibilities into practice.

Some people find this super exciting, full of possibility and opportunity. Others find it incredibly scary, threatening and challenging.

  • Where are you? Where are your team colleagues?
  • What drives these feelings and perceptions, in you and others?
  • How could you shift position to enable less stress, or achieve more?

The Polak Game was created by Dutch sociologist Frederik Polak, regarded as one of the founding fathers of future studies. In his 1961 book “The Image of the Future” he developed approaches to imagine alternative futures, and introduced this tool to test our view of the future.

You could apply this to a 10 year perspective, but to a much shorter timeframe too. You can frame it in the context of the changing world generally, or of your more specific situation, your local market or organisation. You can do it as a team, then explore how different mindsets are creating barriers, tensions or slowing you down.

So which category do you most closely associate with?

  • Powerful:  You acknowledge that things are good and believe that they can get better. You are confident in your ability to act and create a better future.
  • Passive: Though your vision of the future is positive; you tend to be more of an observant than an active change agent. You expect those in power to make the call; you’ll adapt and play along.
  • Powerless: Not only your perception of the present is negative, but you also feel that things will get worse. That perception makes you feel free. As there’s nothing you can do about it, you don’t feel responsible if things get even worse.
  • Realistic: Your vision of the future is not positive, but you still believe in your ability to influence the outcome. However, this duality creates some mixed feelings. You think it’s worth trying but are not so confident about how much of a difference you can create.

There is no right or wrong. These feelings are all entirely natural, and largely driven by our context – how much we know about the changes happening, our personal experiences of their impacts, and how able we currently feel able to address them in a positive way.

Much of my work with business leaders is focused on helping them to make sense of the changing world, and then to develop new directions for innovation and growth. This is not easy for many. We have grown accustomed to what we know, to building on the past rather than exploring the future, to plan with certainty and numeric precision.

Today’s world, and tomorrow’s world, is much more turbulent, evolving faster than ever, and with new capabilities to address the big challenges and seize even bigger opportunities like never before.

Geopolitical change, economic turbulence, climate crisis, exponential technologies can all feel intimidating, and bewildering, at first. But as you start to make sense of these changes, they feel more manageable.

Once you get a better grasp of the drivers of change, you start to feel more comfortable. Once you start to explore the opportunities of change, you feel more positive. Once you learn how people and companies around the world are seizing these opportunities, you get excited.

Change is our opportunity. Our future is full of incredible opportunities. Time to be the optimist. Time to seize the change.

It was US naval Rear Admiral Grace Hopper who first, famously suggested to his teams “ask for forgiveness, not permission” as a way to move faster, and overcome the frictions of organisational hierarchy.

“Permissionless” organisational structures refer to systems where individuals or teams can act, experiment, and innovate without needing constant approval from hierarchical authorities. This concept, borrowed from decentralized networks like blockchain, is increasingly relevant in the shift from traditional mass-production models to more agile, digital, personalized, and asset-light paradigms.

Here’s how “permissionless” structures support organisational change:

1. They are fast and adaptive

In the age of mass production, success depended on scale, efficiency, and standardization — characteristics well-suited to hierarchical command-and-control systems. But in today’s environment, where products and services are often digital, data-driven, and rapidly evolving, success hinges on speed, responsiveness, and constant iteration.

Permissionless structures empower individuals and teams to act without waiting for executive sign-off. This reduces bottlenecks, accelerates decision-making, and encourages continuous adaptation. Teams can respond directly to customer feedback, market shifts, and technological opportunities — a critical capability in a world of short product cycles and fast-changing user needs.

2. They empower local innovation

Asset-light, platform-based businesses (like Uber, Airbnb, or Shopify) thrive by leveraging ecosystems rather than owning infrastructure. Similarly, permissionless organizations shift innovation to the edges — empowering teams closest to customers, data, and context to drive change.

Instead of top-down directives, employees are trusted to test ideas, launch pilots, and iterate fast. This decentralised innovation model taps into the collective intelligence of the organisation, enabling many small bets rather than a few big ones.

3. They align with digital modular workflows

Digital business models are inherently modular and composable — built on APIs, microservices, and low-code/no-code tools. Organizational structures are evolving to match. In a permissionless system, cross-functional squads can self-assemble around projects, plug into shared resources, and build value without bureaucracy.

This mirrors how modern tech platforms operate — permissionless innovation has powered everything from open-source software to decentralized finance. When applied to internal teams, it unlocks experimentation, reduces dependency on rigid roles, and fosters a maker mindset.

4. They redefine leadership and accountability

In permissionless structures, leadership shifts from control to enablement. Leaders create guardrails, principles, and shared goals — but don’t micromanage execution. Accountability becomes peer-driven, with a strong emphasis on transparency, outcomes, and data.

This is particularly effective in purpose-driven or knowledge-based environments, where motivation is intrinsic, and alignment is achieved through shared vision rather than rules. It’s how companies like GitLab, Haier, and Valve operate — with radical transparency, open decision-making, and distributed authority.

5. They are more resilient and adaptive

Legacy structures were built for predictability. But the digital era is defined by uncertainty, complexity, and exponential change. Permissionless models are antifragile — they allow organizations to evolve organically, learn from failure, and reinvent continuously.

Companies like Amazon (with its “two-pizza teams”) and Tesla (with flat, engineering-led teams) show how decentralization fuels reinvention. As industries become more fluid and boundaries blur, the ability to pivot fast becomes a competitive advantage — and permissionless systems make that possible.

Here are some of the best known examples of “permissionless” organisations adopting such principles:

Haier, the world’s largest home appliances company

  • What: Rendanheyi – thousands of micro-enterprises
  • How: Haier dismantled its traditional hierarchy and reorganized into over 4,000 self-managed “micro-enterprises.” Each team operates like a startup with P&L responsibility, direct customer engagement, and freedom to choose partners and projects — even from outside Haier. Leadership serves as a platform, not a command center.
  • Why: This structure has enabled rapid innovation, closer customer relationships, and the incubation of entirely new business models. Haier’s transformation has made it a global role model for decentralized organization.

GitLab, the digital open management platform

  • What: Radical transparency and asynchronous workflows
  • How: GitLab is a fully remote company where anyone can contribute ideas and improvements across the entire business. Its company handbook — over 2,000 pages — is open to the public, and employees are encouraged to self-serve, propose changes, and take initiative without waiting for top-down approval.
  • Why: GitLab scaled from a small open-source project to a billion-dollar company with thousands of employees and customers — all while embracing autonomy, transparency, and continuous iteration.

Valve, the American video gaming publisher

  • What: No formal hierarchy, team self-selection
  • How: Valve famously has no bosses. Employees choose which projects to work on, and teams form organically. Desks are even on wheels so people can move to new teams physically. The company trusts its people to decide how to create the most value.
  • Why: Valve has produced massively successful, disruptive games (e.g. Half-Life, Portal, Dota 2) and the Steam platform — innovations that emerged from bottom-up initiative rather than strategic mandates.

Amazon, the everything store with two-pizza teams

  • What: Autonomous teams with modular infrastructure
  • How: Jeff Bezos’s “two-pizza rule” mandates that teams should be small enough to be fed with two pizzas and operate autonomously. Amazon also requires all teams to expose their capabilities via internal APIs — meaning teams can build independently, integrate quickly, and iterate fast.
  • Why: This structure enabled Amazon to build AWS, Alexa, and Prime as distinct, customer-focused innovations that could scale without centralized bottlenecks.

37Signals, aka Basecamp, the US software company

  • What: Flat, asynchronous, low-intervention management
  • How: 37signals intentionally resists hierarchy, meetings, and busywork. Teams self-organize around six-week cycles, build autonomously, and release independently. The leadership provides direction, but not constant oversight.
  • Why: They’ve sustained profitability, simplicity, and loyal users for over 20 years — showing that permissionless, calm cultures can thrive in digital environments.

Uniswap & DAOs, decentralised code-based organisations

  • What: Protocols, smart contracts, and token-based governance
  • How: Uniswap (a decentralized crypto exchange) operates via smart contracts — users can build, transact, or innovate on the protocol without needing permission from a central authority. DAOs (Decentralized Autonomous Organizations) take this further, enabling decentralized governance where anyone with a token can propose or vote on changes.
  • Why: While experimental, these models offer a glimpse into how permissionless structures might evolve in future digital-native enterprises — blending code, community, and autonomy.

These organisations span industries — manufacturing, tech, gaming, finance — yet all show that removing barriers to action and decentralising authority enables faster learning, deeper engagement, and greater adaptability.

It’s time to reinvent the rules, operating paradigms, and business mindsets of the past. Prioritising human performance can help organisations make the leap to the future, to embrace the opportunities of change, and shape a better future for their organisations and themselves.

We live in a world where business is no longer defined by sectors or geographies, organisations are not limited by physical resource or existing capability, and performance is not about financial results alone. Work is no longer defined by jobs, the workplace is no longer defined by location, many workers are not conventional employees, and HR is no longer a defined function. These old boundaries have become constraints, and acknowledged as irrelevant,

Business leaders, from board members to team coordinators, are the driving force of not just a change in practice, but also attitudes and behaviours that can imagine new possibilities, and deliver practical realities.

According to the excellent Workforce 2.0 report, based on research with 12,000 global C-level executives, the rise of new work models is almost as significant to the future of organisations as digital tech and AI, and more important that shifting economies, and climate change:

So what are some of the big themes and emerging trends in human capital, and how it drives both public and private organisations forwards?

  • Future Ready: Does your organisation have the mindset, talent, capabilities to envision a better future, and to deliver the transformational projects and practices to make that happen?
  • Thriving Beyond Boundaries: Organisations are moving beyond traditional boundaries, both physical and organizational, to create more flexible and inclusive work environments. Example: NEOM in Saudi Arabia is developing a cognitive city that aims to be sustainable and hyper-connected.
  • From Function to Discipline: HR is evolving from a siloed function to a boundaryless discipline that integrates with the people, businesses, and communities it serves. Example: Deloitte is focusing on human performance and creating value for all people connected to the organization.
  • Reskilling Revolution: Upskilling and reskilling the workforce to meet the demands of a rapidly changing job market. Example: Amazon has invested heavily in training programs to help employees transition to new roles within the company.
  • The Great Reevaluation: Redefining the employee value proposition to attract and retain top talent. Example: Google offers a range of benefits and perks, including flexible work arrangements and wellness programs, to keep employees engaged and satisfied.
  • The Algorithmic Advantage: Leveraging technology, such as AI and data analytics, to enhance workforce management and decision-making. Example: IBM uses AI-driven tools to help HR professionals make data-informed decisions about talent acquisition and management.
  • Microcultures: Enabling a “culture of cultures” tailored to the needs of local teams while aligning with organization-wide values. Example: Microsoft supports diverse teams and encourages local cultural practices within its global offices.
  • Play and Experimentation: Creating digital playgrounds where employees can experiment and innovate in a safe space. Example: IDEO encourages employees to engage in creative workshops and brainstorming sessions to foster innovation.
  • Human Sustainability: Prioritizing human sustainability by creating value for employees and ensuring their well-being. Example: Patagonia focuses on sustainability and employee well-being, offering programs like on-site childcare and environmental initiatives.
  • Platforms of Talent: Instead of thinking of organisations as platforms for development and delivery of products and services, ecosystems connecting with suppliers and customers, think of them as platforms that bring together unique, diverse and unlimited talent. How can that deliver more?

And we know what this demands in terms of people. To thrive in the future, businesses will need to adopt new mindsets, develop key capabilities, and nurture specific talents:

Mindsets

  • Growth Mindset: Embracing challenges, learning from failures, and persisting in the face of obstacles.
  • Customer-Centric Mindset: Prioritizing customer needs and experiences in all business decisions.
  • Sustainability Mindset: Integrating sustainable practices into business operations to ensure long-term success.
  • Innovation Mindset: Encouraging creativity and experimentation to drive continuous improvement and new solutions.

Capabilities

  • Digital Literacy: Proficiency in using digital tools and platforms to enhance business processes and decision-making.
  • Agility: The ability to quickly adapt to changing market conditions and customer demands.
  • Data Analytics: Leveraging data to gain insights, make informed decisions, and predict future trends.
  • Collaboration: Working effectively across teams and departments to achieve common goals.
  • Cybersecurity: Protecting sensitive information and systems from cyber threats.

Talents

  • Critical Thinking: Analyzing information objectively and making reasoned conclusions.
  • Emotional Intelligence: Understanding and managing emotions, both one’s own and those of others.
  • Leadership: Inspiring and guiding teams to achieve their best performance.
  • Communication: Clearly conveying ideas and information to diverse audiences.
  • Problem-Solving: Identifying issues and developing effective solutions.