Chapter 9The Founders Table: Conversations to Spur Action
We were sitting in a briefing with the most senior executives of a global financial services company. A little while into the meeting, it dawned on us that we were surrounded by leaders who were not likely sitting around their offices actively seeking or discussing the urgent need to adopt any kind of AI mindset. These executives had all already led long and successful careers. They were probably counting the days until they retired. Many of those on their teams, however, would still be around in 15 or 20 years. We thought about how important it is for seasoned leaders who would soon be handing over the reins to take on the challenge of starting to build a future for their companies that their successors would profoundly thank them for.
As a leader, when you’re nearing the end of your career, it can be tempting to focus on protecting what you’ve built. But the greatest legacy isn’t preservation, it’s sowing the seeds of growth and setting the stage for strategic acceleration. Your last act can be your most generous: redesigning the company so the people who follow you inherit a business that can outrun disruption. ...
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