Author: fwadmin_chron

The world watches with anticipation as DeepSeek.com takes the lead in AI Large Language Models (LLMs). As a leader, you might wonder, “Why can’t my company achieve a similar breakthrough? What’s stopping us from uncovering game-changing insights?”

As your team strategizes, you grow weary of the same old excuses—yours included. Stakeholders demand answers. Why isn’t your organization making a significant impact?

You try to explain: “We lack capital, time, talent, cutting-edge technology, and a Silicon Valley-style culture.” But then, along comes DeepSeek—achieving disruptive success with limited funding, relatively low expertise, cultural disadvantages, and only a few years of effort.

What sets them apart? And more importantly, how can your organization—whether for-profit or nonprofit—create revolutionary strategies consistently? Here are three critical lessons.

1) Prioritize Powerful Insights

A closer look at DeepSeek reveals that they overcame significant obstacles through superior strategy.

To outsiders, it might seem like magic.

Before their recent breakthrough, prevailing wisdom suggested that such an achievement was impossible. However, a deeper examination shows that the Chinese team pieced together a set of unique features. Each individual element may have seemed ordinary, but together, they formed a disruptive force.

This suggests that other teams—perhaps even yours—could have done the same.

A crucial factor in their success appears to be their ability to harness the smallest unit of innovation: a single insight. These insights, while seemingly minor on their own, can combine to create transformative change.

But the key question remains: Can your team do the same? Let’s examine how your corporate strategy is built. Insights should drive your company forward, but if you’re not achieving game-changing results, something needs to shift.

2) Let Go of “Big Man” Thinking

Many CEOs assume they don’t have a strategy problem. They believe they already possess all the insights necessary—derived from their own expertise.

To justify this, they point to their colleagues’ lack of strategic contributions.

“Not one of them has ever come up with a truly strategic insight!” they argue, frustrated by a team that focuses solely on immediate problems. However, they fail to acknowledge that the company itself rewards this behavior.

In some cases, they might be right.

As the CEO, MD, or Chair, you are one of the few people with a comprehensive view of the business. Naturally, strategy falls under your responsibility.

But this could also explain why groundbreaking strategies are so rare.

Think of your company as an intricate system—too complex for any single person to generate all the insights it needs. No outsider, even with extensive reports, can fully grasp its nuances.

Instead, your leadership team must collectively produce DeepSeek-level strategy. But they can’t do this while stuck in the usual mindset and corporate culture.

If you want breakthrough thinking, take a fresh look at your management team. Then, take action to unlock the insights you need.

3) Run a Workshop to Unlock Your C-Suite’s Potential

If you have a generous budget and time to spare, long-term training and coaching are excellent investments. But if, like most, you need results sooner, organize a face-to-face workshop designed to tap into your leadership team’s best thinking. Why?

You won’t extract transformative insights through surveys, bonuses, or one-on-one interviews. Nor will you uncover them in your usual problem-solving meetings.

Instead, take a lesson from crafting a great ChatGPT prompt.

To get quality responses, you feed an AI model relevant data, structure your question carefully, and then hit <Enter>. The chatbot delivers an insightful answer—often one you hadn’t considered.

Now, imagine doing the same with your C-Suite.

Through multiple trials, I’ve found that leadership teams can be “prompted” to generate their own breakthrough insights. How? By structuring an insight-oriented workshop.

Here’s how to run a high-impact session:

1. Craft sharp prompts. Formulate precise questions that challenge conventional thinking and address the root cause of strategic roadblocks.
2. Supply relevant data. Provide internal company information and credible local market insights.
3. Introduce external trends. Share macro trends that neither you nor your competitors can control but must adapt to.
4. Leverage consulting shortcuts. Introduce fresh analytical frameworks used by top consulting firms to accelerate strategic thinking.
5. Encourage AI integration. Use LLMs to help your team think beyond their usual constraints and generate breakthrough ideas.

By combining the insights from this session into your next strategic plan, you’ll position your company for game-changing success.

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Breakthrough strategy isn’t reserved for Silicon Valley startups or billion-dollar enterprises. With the right approach, any organization—including yours—can generate innovative insights that lead to transformational success. The key is fostering a culture that prioritizes insights, moves beyond individual genius, and taps into the collective intelligence of your leadership team. Do this, and your company might just be the next DeepSeek.

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This article was inspired by a column I wrote for the Jamaica Gleaner.

For long-form content on game-changing, pre-emptive long-term strategy, visit https://longtermstrategy.info

As a leader, you have a clear vision of a brighter future for your enterprise. Yet, paradoxically, the more enthusiastic you become, the more resistance you encounter. How do you lead effectively when those around you refuse to be led?

You notice negativity—cynicism, resignation, despair—permeating different levels of the organization. It’s not just an issue at the lower levels; even executives in the C-suite can fall into this trap. In some cases, their negativity makes them unapproachable.

Perhaps this shouldn’t be surprising. Even when a project promises benefits for all, resistance still arises.

The Hidden Roots of Resistance

A striking example comes from Dr. Dana Meadows, who led a 1993 workshop on ending global hunger. The attendees, all committed to the cause, surprisingly resisted discussions on vision.

Some argued that talking about vision was futile. Others believed it was dangerous. A few went so far as to say that confronting their deepest hopes for the planet was too painful because it highlighted the vast gap between dreams and reality.

Meadows was astonished. Something deeper was at play.

She concluded that as children, we freely dream of happy futures. However, over time, cynical adults suppress this ability. Many learn to surrender after repeated disappointments.

By adulthood, this pattern becomes ingrained. We withhold our hopes, dreams, and aspirations, fearing further disappointment.

In organizations, this mindset creates a reinforcing cycle of cynicism. Eventually, visionary thinking is stifled altogether.

The Leadership Dilemma

How should you, as a leader, respond? Your instinct might be to push forward with urgency: “Let’s just get on with it.” Or you might try to keep things practical: “Don’t overthink this.” You may even remind employees of the importance of financial stability.

At first glance, this seems reasonable. But in reality, this mindset undermines game-changing innovation.

One common leadership response is to become the “Cheerleader-in-Chief.” If that role doesn’t appeal to you, there’s a more effective way to achieve a positive outcome—without forced enthusiasm.

A Reality-Based Vision Strategy

Recently, two clients challenged me to refine how I help companies develop long-term vision and strategy. Each wanted a method to engage their top 40+ managers before formal strategy sessions.

I reflected on my time as a McKinsey consultant, where my team—young, highly educated, and expensive—was brought in to provide external expertise. We justified our fees by working late nights and accessing hard-to-find knowledge worldwide.

Today, however, the knowledge gap has narrowed. Many companies have in-house MBAs from the same institutions as top consulting firms.

With this in mind, I designed a workshop to tackle the company’s toughest issues, identified through surveys, interviews, and focus groups. These issues were reframed as challenges for teams to solve. Using data from internal sources, the Jamaica Gleaner, ChatGPT, and other references, employees applied structured frameworks, similar to those used by consulting firms. The result? A set of real-time reports with actionable insights.

Insider Advantage

How did these teams perform?

Having worked on both sides of the consulting table, I can confidently say that insiders have a distinct advantage. Their reasoning is superior because they account for resistance from within the company.

After all, they work with these resistant colleagues daily. Their solutions are more practical and more likely to be implemented successfully. But this is just one way to navigate organizational cynicism.

Building Resilience from Within

Most organizations neglect the need to cultivate internal resilience. Employees are left to deal with their own struggles—depression, frustration, bitterness—without structured support. 

This lack of mental health training leaves individuals vulnerable. Even those who believe in the company’s vision can become disillusioned, trapped in a cycle of negativity.

Yet, solutions exist. Therapy, coaching, group training, self-help, and personal development programs offer ways to strengthen resilience. These are not abstract or unsolvable issues. Companies can—and should—take deliberate action.

Turning Resistance into Commitment

In today’s world, leaders don’t need to surrender to cynicism. By acknowledging resistance and equipping employees with the right tools, organizations can transform hesitation into commitment. A thoughtful, reality-based approach to vision and resilience-building paves the way for sustainable success.

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Your company proudly touts its “comprehensive strategic plan.” But while its creators are satisfied with its depth and detail, perhaps it’s time to rethink. Narrowing its focus might just save it from failure.

Somewhere in your email inbox, there’s a lengthy strategic document waiting to be read. It’s so long and dense that you haven’t even glanced at it. You’re not alone—no one has. Reading it would take hours, and your plate is already full.

Deep down, you worry that months—or even a full year—might pass before you carve out time to review it. But while the plan gathers digital dust, you don’t question the good intentions behind its creation. You may have even contributed some ideas early on. Yet, because you weren’t part of the team that finalized the document, its nuances escape you.

The responsibility for crafting the final version fell to a group of well-meaning colleagues who embraced the idea of being “comprehensive.” And therein lies the potential problem.

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From Strategic Plan to Wishlist

What if the plan is less of a strategy and more of a wishlist? Think of a child’s letter to Santa: an ambitious catalog of hopes, many of which are unlikely to come true.

The issue isn’t that the individual ideas in the plan are bad—on the contrary, you probably support most, if not all, of them. The problem lies in the fallacy that “more is better.” In strategy, this belief can be dangerous. It’s easy for leaders to fall into the trap of saying “yes” to every new proposal, particularly in the C-suite.

But this “yes to everything” mindset often results in an unattainable dream masquerading as a plan. Failing to say “no” plants the seeds of failure.

Perhaps this pattern is familiar. It might even explain your reluctance to engage with the document. After all, a strategy overloaded with too many good ideas often adds up to a bad one.

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A Case in Point: Apple’s Comeback

Consider Steve Jobs’ return to Apple in 1997. One of his first moves was to cut most of the company’s product lines. By focusing on a single ecosystem, Apple transformed itself into the world’s most valuable company.

This example highlights the power of focus. Now, how should you respond to your own bloated strategic plan?

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Announce: The Process Isn’t Finished

Reject the current wishlist and restart the planning process with a fresh approach. A helpful tool to guide this next phase is Peter Compo’s Strategy Triad, which comprises three components:

1. Aspiration – Your primary objective.
2. Bottlenecks – The key obstacles standing in the way.
3. Tasks and Policies – The actions needed to address the bottlenecks.

Use this framework in your next strategy session to sharpen your focus. Here’s how:

1. Start by selecting your single most critical objective.
2. Identify the bottlenecks preventing success and narrow down to the few actions required to overcome them.
3. Move on to the next objective, applying the same process.
4. Eliminate wishlist items that don’t directly address the bottlenecks.
5. Prioritize a small number of high-impact initiatives that fit your resources and budget.

While this streamlined approach seems logical, expect resistance.

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Handling Pushback

Objection #1: “This Will Be Too Difficult”

Narrowing the plan means forcing tough choices. Colleagues with conflicting priorities will have to confront their differences in open discussions, which can create tension.

The solution? Use a neutral facilitator. A skilled, impartial moderator can help navigate disagreements, ensuring the group reaches consensus without losing focus or momentum.

Objection #2: “This Will Take Too Long”

Don’t assume you can resolve these challenges in a quick meeting. Instead, dedicate a full day to an offsite session with your top 20 leaders. Away from daily distractions, work together to identify the few key initiatives that will “bust” the bottlenecks and achieve your goals.

While this approach requires time upfront, it’s an investment. Begin by showing how many hours would be wasted trying to execute the original wishlist. By narrowing the focus, you’ll save time overall and boost the odds of success.

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Why It Works

An overly broad strategic plan is often overwhelming. Your colleagues may avoid engaging with it for the same reasons you do—it feels unrealistic and demotivating. By narrowing the scope, you create a plan that feels achievable and inspires action.

Think of it as a Minimum Viable Strategy. A focused plan speeds up implementation, concentrates energy, and delivers visible results. Success, in turn, builds momentum, paving the way for even greater achievements.

When it comes to strategy, less is often more. Toss the wishlist, narrow the focus, and watch your organization thrive.

Jamaica’s economic future is once again in the spotlight. With elections on the horizon, the Prime Minister has unveiled the ASPIRE program. However, given the backdrop of past disappointments and widespread skepticism, one pressing question arises: How can leaders inspire others to embrace a new direction when another, prior “new direction” is still fresh in people’s memories?

From a political standpoint, the announcement has generated predictable headlines. Unsurprisingly, it hasn’t captured much interest beyond the loyal party base. Despite accurately reflecting the aspirations of most Jamaicans, the ASPIRE program has yet to ignite widespread optimism. Few believe this initiative will significantly alter the economic landscape. But is this response solely due to poor timing?

No one is satisfied with Jamaica’s sluggish economic performance. As such, it’s difficult to argue against the intent behind the ASPIRE program. A revitalized economy is urgently needed. However, the lack of enthusiasm for the program points to deeper issues. What lessons can organizational leaders glean from the Prime Minister’s challenge?

The Burden of Previous Failures

Every organization needs a clear vision to move forward. Leaders often feel an urgency to launch their initiatives as quickly as possible. Yet, in their haste, they sometimes overlook a critical step: addressing the legacy of previous efforts.

When introducing ASPIRE, the Prime Minister bypassed the unresolved struggles of Vision 2030 Jamaica and the unfulfilled promises of the 5-in-4 project. (They were launched in 2009 and 2016 respectively.) This omission is not unique to him; leaders often face difficulties transitioning from one ambitious vision to the next. However, these challenges are amplified when prior efforts have left a trail of unfulfilled expectations.

Jamaicans have seen multiple attempts to rally the nation around shared economic growth objectives. Yet, many remain skeptical, with some pursuing opportunities abroad in search of a better life. The problem lies in the failure to properly address and learn from past shortcomings. When launching a new vision, ignoring previous failures is a mistake that erodes trust and engagement.

Closing the Loop

As someone who enjoyed Carnival in my younger years, I learned valuable advice from Trinidadian friends: “Don’t try to replicate last year’s experience.” Each new event should be approached on its own terms. This wisdom is profoundly relevant to leadership. Humans are at their best when inspired by fresh opportunities rather than weighed down by past successes or failures.

So, how can leaders effectively inspire their teams while navigating the shadows of prior disappointments?

1. Acknowledge Successes and Failures: Recognize that each previous effort is a mix of achievements and setbacks. Be transparent about both.
2. Celebrate Contributions: Publicly thank participants and highlight stories of dedication and accomplishment. Empathize with those who experienced disappointment.
3. Extract Lessons Learned: Share the insights gained from past efforts. Demonstrate the value of those experiences, even if the original goals weren’t fully met.
4. Position the New Vision in Context: Frame the new initiative as a natural progression informed by prior feedback. Skilled communicators can emphasize that the new vision is not a rejection of the old but an evolution built on collective experience.

These practices are rooted in effective change management. They not only foster engagement but also encourage the discretionary commitment of time, energy, and attention—resources that leaders depend on to achieve their goals.

Consider historical examples, such as the independence movement in India. Mahatma Ghandi and his followers’ quest for justice called for immense sacrifices, ultimately costing hundreds of lives. While today’s challenges may not carry such dire consequences, visionary leadership still asks for sacrifices. In a climate of past disappointments, skepticism is natural, and leaders must tread carefully.

A New Strategy for Sustained Leadership

In the modern world, people expect more than inspiring rhetoric. They demand a practical strategy that addresses obstacles, such as talent shortages or previous missteps. Followers scrutinize new visions against past outcomes, grappling with two key questions:

• Logical Concerns: What makes this initiative different? Why should it succeed where others failed?
• Emotional Concerns: Do my leaders understand my disappointment? Do they take responsibility for past failures and empathize with my reluctance to trust again?

Launching a new vision without addressing these concerns risks deepening cynicism. Leaders who skip over the logical and emotional barriers of the past will find it increasingly difficult to inspire genuine commitment. Instead, leaders must intervene with honesty, empathy, and a clear plan.

For example, Nelson Mandela’s leadership in post-apartheid South Africa provides a powerful blueprint. Emerging from prison, Mandela confronted the nation’s painful history with sober honesty. His vision of reconciliation didn’t gloss over atrocities but sought to unite both victims and perpetrators under a shared future. His authenticity and empathy helped forge a new path for the country.

Some leaders may argue that achieving results requires force and urgency. However, true inspiration cannot be compelled. To galvanize others toward a bold new future, leaders must address the past openly, demonstrate empathy, and rebuild trust. Only then can they rally people to make the sacrifices needed for transformative change.

Some companies that survived the pandemic now tout extreme agility as their superpower. But is this a sustainable approach? According to Jeff Bezos of Amazon, the answer may lie in focusing on what hasn’t changed, even amid turmoil.

The Agility Debate

Critics of long-term strategic thinking argue that it stifles flexibility. They believe leaders must prioritize adaptability, mastering the art of the pivot to stay afloat.

Adherents to this philosophy often chase short-term gains, juggling endless opportunities and quick fixes. Unfortunately, this leaves little room for deep reflection or meaningful answers to big questions. The result? A constant state of urgency that might, ironically, hinder growth.

Is this short-sighted?

Emergencies do demand immediate action, but the adrenaline rush of reactive leadership can become addictive. Could this obsession with rapid responses undermine long-term success?

Here’s Bezos’s take:

“I very frequently get the question: ‘What’s going to change in the next 10 years?’ And that is a very interesting question; it’s a very common one. I almost never get the question: ‘What’s not going to change in the next 10 years?’ And I submit to you that that second question is actually the more important of the two.”

In other words, lasting success comes from building a strategy around stability rather than unpredictability.

Anchoring to Customer Needs

Tony Ulwick offers a framework to understand stability through unmet needs, which drive people to take purposeful action—what he calls “Jobs to Be Done” (JTBD).

For example, before hamburgers became the most popular fast food, other regional choices like hot dogs, tacos, fish and chips and noodles dominated as go-to quick meals. Today, there’s a broad menu of options, but the underlying job remains the same: satisfying immediate hunger with a fast, affordable solution.

This stability extends to other industries. A trendy restaurant might offer an innovative menu, but it still relies on timeless needs—good food, quick service, and affordability.

Yet, when disruptions arise, some leaders lose sight of these enduring truths. Consider a cafe owner, struggling with sales, who decides to sell branded apparel alongside lunch. Such zigzag responses might miss the mark entirely.

Instead, here’s a better way forward:

1. Acknowledge unmet needs and JTBDs remain constant.
2. Identify how disruptions are creating new obstacles for customers.
3. Diagnose opportunities to remove those obstacles.
4. Act swiftly before competitors do.

Take, for instance, many countries’ ongoing ATM crisis. As banks close branches to cut costs, customers face immense frustration over fewer functional ATMs. Despite this glaring issue, few financial institution have stepped in with viable solutions.

As the holiday season amplifies the problem, even the central banks have expressed concern. A bank that truly understood its customers’ JTBDs—secure and convenient access to cash—could innovate and dominate.

Why hasn’t this happened?

The Missing Emotional Connection

Some public-sector professionals demonstrate genuine passion for serving citizens. Their enthusiasm helps them deeply understand and empathize with people’s needs. They aren’t just doing a job—they’re solving problems they care about.

In contrast, private-sector leaders often lack this emotional connection. Their focus tends to be transactional, driven by profits. Customers’ needs become tools for financial gain, not ends in themselves.

This mindset falls short.

If leaders could develop a deeper empathy for customers’ challenges, they’d unlock a surprising source of competitive advantage. This applies across sectors, including non-profits and government organizations, where relevance remains crucial for funding and support.

Disruptions, rather than being excuses for frantic pivots, can become opportunities to reconnect with core customer needs. By anchoring your organization to JTBDs, you can stand out meaningfully.

Winning the Long Game

When leaders embrace stability over chaos, they discover depth rather than desperation. Customers notice, and their loyalty follows.

As Bezos reminds us, long-term success doesn’t come from guessing what will change but from staying true to what won’t. Build on this foundation, and you’ll always have a winning strategy.

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