by Atiya Sheikh | Oct 24, 2025 | Board Members, Board Trustees, CEO, CFO, COO, CIO, Emerging Leaders, General Managers, Heads of Divisions, Junior Managers, Leadership Development, Managing Directors, News & Articles, Senior Managers
Incremental improvement is no longer enough. Let’s explore how leaders can reimagine value creation, embrace experimentation, and lead business model reinvention with clarity and courage.
The question every leadership team should be asking
If we had to start this business again today, would we build it the same way? For many leaders, the honest answer is no. Markets, technologies, and expectations have changed. Yet many organisations keep polishing yesterday’s model, hoping tomorrow will reward it. Incremental change feels safe. Exponential reinvention feels risky. But standing still is riskier still.
The illusion of progress
It is easy to look busy while falling behind. Upgrading systems, tweaking structures, launching add-ons — all signs of activity, not necessarily evolution. If your core way of creating value has not changed, you are not innovating; you are optimising the past. Reinvention begins when leaders ask,
“What business are we really in, and what business should we be in next?”
The signs it is time to rethink
Business model fatigue often shows up quietly:
- Margins erode despite rising sales.
- Decisions slow down.
- Teams protect the status quo instead of exploring what is possible.
When these patterns appear, it is time to reimagine, not just refine.
Reinvention is renewal, not disruption
Reinvention does not mean destroying what exists. It means rediscovering what gives your organisation life and extending it into the future. It could be shifting from ownership to access, from selling products to offering experiences, or from competition to collaboration. Whatever the form, it begins with curiosity.
The leadership challenge: creating space for possibility
Innovation rarely dies from lack of ideas; it dies from lack of permission.
Leaders set the tone. When every risk is punished, people play small.
When experimentation is valued, imagination returns.
Reinvention thrives where leaders replace certainty with curiosity.
A simple framework for renewal
- Identify where your model is under strain.
- Envision a future-fit approach to value creation.
- Pilot quickly, learn fast, adjust often.
- Build governance that rewards insight, not only outcomes.
This process turns reinvention into a disciplined practice rather than a desperate leap.
The human side of exponential growth
Behind every transformation is trust. People must believe that change builds on what they have achieved, not erases it. Leaders who honour the past while inviting the future create a sense of shared ownership. They communicate openly, involve teams in shaping the “how,” and celebrate learning, not just results. Because reinvention is powered by belief, not just capital.
A final reflection
Incremental change polishes what exists. Exponential change reimagines what is possible. Both have value, but only one prepares an organisation for the future. The leaders who will define the next decade are those who can balance stability with boldness.
Ask your leadership team,
“If we were starting again today, what would we do differently — and what stops us from doing it now?”
That single question could open the door to your organisation’s next chapter.
The Right Conversation Can Change Everything. Let’s Talk.
by Atiya Sheikh | Oct 24, 2025 | Board Trustees, CEO, CFO, COO, CIO, General Managers, Heads of Divisions, Non-Executive Board Members, Senior Managers
As artificial intelligence reshapes business, the real question is no longer can we innovate but should we? Let’s explore what ethical leadership looks like in the age of AI — and why integrity may be your organisation’s most powerful differentiator.
Let us start with a question
How many leadership conversations about AI begin with excitement and end with uncertainty? We talk about efficiency, automation, and scale. But somewhere in the middle, a quiet question emerges: “Are we sure this is right?” That question rarely makes it to the PowerPoint. Yet it is the question that will define the next generation of leaders — those who understand that innovation without integrity is unsustainable.
The tension every leader feels right now
If you lead a business today, you are probably under pressure to innovate faster than ever. Clients expect it. Investors demand it. Competitors flaunt it. But innovation is no longer just a technological race; it is an ethical one. Every decision — from how we use data to how we automate — touches human lives in visible and invisible ways. The hard truth? Moving fast is easy. Moving fast and responsibly is leadership.
The real cost of “move fast and break things”
It sounds clever until it is your brand’s reputation, your employee’s job, or your customer’s privacy that breaks. Organisations have learned this lesson the hard way: algorithmic bias, data misuse, over-reliance on automation. It is not malice; it is momentum — innovation running faster than reflection. And when trust is lost, no technology can restore it.
What ethical leadership looks like in practice
It is simpler and harder than we think.
- Ask the purpose question early. Why are we doing this? Efficiency is good, but is it right?
- Keep humans in the loop. Technology should enhance judgement, not replace it.
- Make ethics visible. Discuss it in board meetings, team briefings, and reviews.
- Reward integrity. Celebrate those who raise uncomfortable but necessary questions.
A conversation that belongs at the top table
Ethical leadership is not the compliance team’s job. It is the leadership team’s shared responsibility. When ethics is treated as an afterthought, we react. When it becomes part of strategy, we lead. Imagine every innovation meeting starting with one simple question:
“If this goes perfectly well, who benefits — and who could be left behind?”
That question reframes risk, fairness, and impact better than any policy ever could.
The human side of innovation
Behind every algorithm sits a set of assumptions — written by humans, shaped by culture, and amplified by systems. That is why ethical leadership begins with self-awareness. Leaders who understand their own values and biases make wiser choices. They build cultures where teams feel safe to ask, “Is this the right call?” rather than, “Will this hit the target?”
The shift from rules to conscience
Ethical frameworks are useful, but conscience is powerful. Regulations prevent wrongdoing; values inspire right-doing. And in an age where AI can replicate skill but not judgement, conscience is the leader’s competitive edge.
A closing reflection
We used to ask: Can we do it? The more urgent question now is: Should we — and how? As innovation accelerates, so must our capacity for reflection. Leaders who balance speed with integrity will define what responsible innovation truly means. So, next time your team celebrates a new digital breakthrough, pause and ask:
“What would integrity look like here?”
That single question might be your most important innovation this year.
The Right Conversation Can Change Everything. Let’s Talk.
by Atiya Sheikh | Aug 12, 2025 | All Employees, Board Members, Board Trustees, CEO, CFO, COO, CIO, Emerging Leaders, Heads of Divisions, Human Resources (HR), Leadership Development
The Future-Ready Leader: AI, Market Trends, and Continuous Learning
(If you are waiting for a “perfect moment” to learn about AI, you are already behind)
Here is a leadership myth that needs to die:
“I will learn about that once things settle down.”
Spoiler: things will not settle down. The market will keep shifting. AI will keep accelerating. And your competitors will keep experimenting while you are “waiting for the right time.”
What the world’s movers are doing
Goldman Sachs is in its 20th year of the Vice President Leadership Acceleration Initiative (VPLAI) — a programme deliberately designed to grow leaders who can adapt to market shifts in real time. Continuous learning is not a side project. It is the operating system. (Goldman Sachs source)
The Economist highlights that trust and transparency are now as important in tech adoption as the tech itself — because you cannot lead people into a digital future if they do not trust your map.
McKinsey’s research shows that leaders who actively engage with new technologies and market trends are far more likely to translate change into growth rather than disruption. And Gallup’s leadership data is clear: leaders who role-model learning behaviours increase team engagement and innovation capacity by double digits.
If you want to be future-ready, stop “keeping up” and start “getting ahead.” Try this:
- Block “market hours” in your diary – Not for meetings, but for structured scanning of AI tools, competitor moves, and industry reports. Treat it as non-negotiable.
- Run live experiments – Pick one emerging tool or trend each quarter and pilot it in your team. The point is not perfection — it is building muscle for change.
- Make learning visible – Share what you are learning (and struggling with) in your leadership meetings. When leaders are learners, it normalises curiosity.
- Teach forward, not backward – Instead of endlessly reporting on last quarter’s performance, dedicate time each month to explore scenarios for the next two years.
The uncomfortable truth
If your leadership skills are not evolving as fast as the market, you are not leading — you are managing yesterday. The organisations that will win the next decade will be led by people who treat learning as a daily discipline, not an annual retreat topic.
So ask yourself: When my team looks at me, do they see someone preparing them for the future, or someone perfectly equipped for a world that no longer exists?
The Right Conversation Can Change Everything. Let’s Talk.
by Atiya Sheikh | Aug 12, 2025 | All Employees, Board Members, CEO, CFO, COO, CIO, General Managers
Building Trust Through Transparent Systems
(Why leaders who “show their workings” win more than just respect)
Here is a question for you: if your organisation’s performance review process was leaked to the press tomorrow, would you be proud—or scrambling to rewrite it?
That is not a hypothetical to make you sweat. It is a reality check. Because the truth is, trust is not built on charisma or charm. Trust is built in the small print—those unglamorous systems that dictate how people are evaluated, rewarded, and promoted.
Transparency is not about telling people everything.
It is about ensuring the “how” is as visible as the “what.” McKinsey’s data is uncomfortably clear: organisations that put people—not paperwork—at the centre of performance management are 4.2 times more likely to outperform their peers, 30% more likely to grow revenue, and see 5% lower attrition. (McKinsey link)
Gallup piles on another uncomfortable truth: employees who receive daily feedback are 2.1 times more likely to trust leadership, and if they believe their leaders genuinely listen, that trust more than doubles. (Gallup link)
Here is the twist:
Transparency is not a “feel-good” exercise. It is a strategic weapon. When you make your systems visible—warts and all—you remove the shadows where suspicion thrives. And when suspicion dies, collaboration flourishes.
If you are serious about this, try these experiments:
- Show the algorithm – Publish the exact performance review criteria. Let your team see how the sausage is made.
- Reverse-engineer decisions – For your next big call, publish the rationale. Every assumption. Every discarded option.
- Test the blindfold – Imagine handing your salary banding guidelines to someone in another department who has never met the individuals in question. If the process is truly clear and objective—based solely on role requirements, market benchmarks, and documented criteria—they should be able to determine the exact same pay range you would. If they cannot, it means your system is open to personal bias and inconsistent application.
- Make “why” a habit – Not just “what we decided,” but “why we decided it.” Every time.
The easy excuse is, “But people will not understand the complexity.” I would argue: if your people cannot understand your systems, that is your system’s fault—not theirs.
Transparency does not make you predictable. It makes you dependable. And in a world where the average worker trusts their employer more than government, media, or NGOs (Edelman Trust Barometer), dependability is the currency of leadership longevity.
So, one final challenge: what would your team say if they saw the inner workings today? If the answer is “they would leave,” you already have your real problem.
The Right Conversation Can Change Everything. Let’s Talk.
by Atiya Sheikh | May 25, 2025 | Board Members, Board Trustees, CEO, CFO, COO, CIO, General Managers, Heads of Divisions, Leadership Development
Resilience Starts at the Top: How Leaders Can Equip Their Businesses for Disruption
In an age of constant flux, where global shocks and rapid change have become the norm, the role of a CEO has evolved. Today’s leaders must move beyond traditional responsibilities and embrace a more dynamic title: Chief Resilience Officer.
Recent research from McKinsey & Company raises a pressing concern—84% of business leaders say they feel ill-equipped to handle future disruptions, and 60% of board members believe their organisations lack the preparation to face the next major crisis. Yet, amid this uncertainty, leaders can adopt clear, actionable strategies to build resilience and position their organisations for sustainable growth.
Understanding the Five Dimensions of Resilience
To lead effectively through disruption, CEOs must recognise that resilience spans multiple dimensions. McKinsey outlines four key areas:
-
Financial Resilience – The flexibility, liquidity, and access to capital organisations need to weather setbacks and seize opportunities.
-
Operational Resilience – The agility to pivot business practices swiftly and at scale.
-
Organisational Resilience – The cultural and structural strength that enables teams to adapt and recover from setbacks.
-
External Resilience – The strength of stakeholder relationships—including clients, regulators, and investors—that stabilise and support the business.
At inemmo, we believe organisations must also prioritise a fifth dimension:
-
Digital Resilience – The ability to adapt, protect, and thrive in an increasingly digital world. This includes countering cyber threats, embracing emerging technologies, sustaining operations through digital platforms, and enhancing digital capabilities across all levels of staff.
In our global leadership work, we regularly observe how digital fragility can undermine even the most robust strategies. Digital resilience is no longer just part of operational readiness—it has become a strategic imperative.
Embedding Resilience into Organisational Vision
High-performing companies often outperform their peers because their leadership teams align under a shared, resilient vision. CEOs must set this ‘North Star’—a guiding purpose that remains steady in turbulent times.
However, many organisations fail to communicate their vision consistently during uncertainty. CEOs must take the lead in recalibrating their messaging, ensuring it connects long-term ambition with short-term responsiveness. A resilient vision inspires confidence and unifies teams navigating ambiguity.
Linking Resilience Directly to Growth
Resilient businesses don’t wait for disruption to expose weaknesses—they plan ahead. McKinsey reports that 72% of high-performing CEOs set growth targets that exceed the market average. These leaders recognise that resilience acts not only as a shield but as a catalyst for progress and innovation.
Practical actions include scenario planning, stress testing, and using periods of calm to build future capabilities. When leaders treat resilience as a growth engine, they position their organisations to seize opportunities amid uncertainty.
Investing in People and ‘Full-Body’ Resilience
Organisational strength relies on more than systems—it depends on people. CEOs must build what McKinsey describes as “full-body resilience” by addressing all five dimensions in an integrated way. Strength in one area should support others when pressure builds.
This requires investment in the adaptability and well-being of individuals across the business. Leaders should prioritise hiring and developing people who remain agile, responsive, and solution-focused—even under pressure.
Strengthening Stakeholder Relationships
In a complex, interconnected world, CEOs must show up as visible, vocal, and values-led leaders. While many executives believe in corporate responsibility, few feel that organisations take meaningful action.
Effective leaders build external resilience by cultivating strong relationships with a wide range of stakeholders—suppliers, clients, policymakers, investors, and media. These relationships grow through authenticity, consistent communication, and the courage to lead conversations on critical issues.
Final Thought
At inemmo, we believe resilient leadership goes beyond managing risk—it requires a mindset shift. In moments of upheaval, CEOs who embrace this expanded role, align their people, adapt their strategies, and build external trust will guide their organisations toward long-term value and impact.
Is your leadership team ready to become resilience architects?
The Right Conversation Can Change Everything. Let’s Talk.
