by Joy Maitland | Mar 30, 2025 | CEO, CFO, COO, CIO, News & Articles
The Rosebud Phenomenon explains how past experiences—especially unresolved emotional wounds—fuel our ambition. It reveals the deep connection between personal history, professional success, and the pursuit of true fulfilment.
In today’s high-performance business environment, professionals chase success with unwavering focus. Success is widely seen as the ultimate benchmark. However, behind many top performers lies a deeper, often hidden force. This powerful motivator is rarely discussed in boardrooms or biographies. It’s here that the Rosebud Phenomenon offers a fresh and enlightening perspective.
What Is the Rosebud Phenomenon?
The Rosebud Phenomenon refers to the idea that a formative trauma, loss, or emotional void becomes the nucleus of ambition. These early experiences often drive us to achieve, push harder, and stand out. They can sharpen determination and shape professional identity. Yet, this same force may quietly limit long-term satisfaction.
The concept originates from the film Citizen Kane. In it, “Rosebud”—a childhood sled—symbolises lost innocence and a deep emotional need that was never resolved. Likewise, many professionals carry a silent narrative rooted in personal history. This narrative becomes the engine behind relentless performance.
A Double-Edged Sword
Understanding the Rosebud Phenomenon helps leaders and entrepreneurs look beyond surface-level motivation. On the one hand, it drives innovation, ambition, and resilience. On the other, it can keep individuals trapped in a cycle of never-enough.
Executives often feel caught in this paradox. The urge to prove themselves, to heal old wounds, or to rewrite personal stories can deliver impressive results. However, when the emotional source remains unexamined, the journey can lead to burnout, chronic dissatisfaction, or identity conflict.
For example, a leader who grew up feeling overlooked might build a wildly successful company—only to discover they still feel invisible.
The Link Between Meaning and Purpose
The Rosebud Phenomenon offers a clear lens to distinguish meaning from purpose.
Purpose tends to be external—a goal, a title, a mission. Meaning, however, is personal. It’s the internal story we attach to what we do and why we do it.
When professionals build their purpose on unresolved emotional meaning, the two can drift apart. This misalignment often explains why some high achievers feel empty despite checking every box.
They hit the targets. They gain recognition. But the satisfaction fades quickly—because the emotional need behind the success remains unmet.
Implications for Leadership and Growth
Recognising the Rosebud Phenomenon unlocks a deeper level of leadership. It encourages authenticity, emotional insight, and a more human approach to performance. By exploring this dynamic, leaders can align their ambitions with true well-being—not just metrics.
Here are three reflective questions to explore:
- What early experiences shaped my need to succeed?
- Does my definition of success reflect what truly matters to me?
- Am I chasing goals to fill a void—or to express genuine passion?
These questions help shift focus from achievement alone to a more sustainable and satisfying kind of success.
A Personal Note
Some years ago, I had the opportunity to attend a workshop with Dr Stewart Desson, founder of Lumina Learning. The session centred on Lumina Emotion—a tool designed to help individuals understand, adapt, and manage their emotions effectively, empowering them to think clearly and act with purpose. During one of the exercises, I experienced what I can only describe as my own Rosebud moment. It was deeply emotional, completely unexpected, and, if I’m honest, a little embarrassing—especially as a business psychologist who’s facilitated similar sessions myself. Yet in that moment, something shifted. My understanding of my own drivers turned upside down, and the clarity it brought was profound. That experience didn’t just stay with me—it quietly changed the way I view success, fulfilment, and what truly matters.
Final Thoughts
The Rosebud Phenomenon in business provides a compelling framework for rethinking motivation. It invites professionals to look inward—not just upward. In a culture that often celebrates output over insight, this shift is both timely and necessary.
For leaders who seek excellence and inner peace, understanding this dynamic offers a powerful advantage. True success doesn’t just come from what we achieve—but from understanding why we strive in the first place.
The Right Conversation Can Change Everything. Let’s Talk.
by Atiya Sheikh | Mar 2, 2025 | Board Members, CEO, CFO, COO, CIO, Heads of Divisions, Managing Directors, News & Articles
Boeing was once a leader in aerospace innovation, symbolising excellence in engineering and manufacturing. Today, it faces a crisis driven by leadership decisions, corporate strategy, and technical failures. The company’s struggles serve as a warning to senior executives across industries—short-term decision-making and an excessive focus on financial metrics can weaken a company’s core strengths, with lasting consequences.
The Risks of Prioritising Shareholder Value Over Long-Term Stability
One of Boeing’s biggest mistakes was prioritising shareholder value over its core operations. The company spent an estimated $68 billion on share buybacks between 2010 and 2024. While these decisions pleased investors in the short term, they weakened Boeing’s ability to invest in research, quality control, and supplier relationships.
Instead of focusing on innovation and product excellence, Boeing’s leadership prioritised financial engineering. The consequences have been severe: supply chain failures, declining safety standards, reputational damage, and financial losses.
The lesson is clear: financial success should result from strong leadership, not be the sole focus of corporate strategy. Companies that chase short-term stock market gains at the expense of sustainable growth put their foundations at risk.
The Consequences of Outsourcing and Disengaged Leadership
Boeing’s reliance on outsourcing and offshoring aimed to streamline operations and reduce costs. In reality, it created a fragmented supply chain with serious quality control issues.
The 787 Dreamliner illustrates this problem. Boeing designed it with a highly outsourced production model, sourcing 30% of components from outside the US, compared to just 5% for the 747. Management assumed external suppliers would uphold Boeing’s engineering standards. Instead, a lack of direct oversight led to production delays, technical flaws, and costly redesigns.
Many industries have followed a similar path, prioritising cost-cutting over quality and control. The lesson for senior leaders? A company should never outsource its core competencies. While strategic partnerships and global supply chains have benefits, they must be carefully managed to maintain operational integrity.
Leadership and Its Impact on Organisational Culture
Boeing’s cultural shift stems from two major decisions:
- The 1997 Merger with McDonnell Douglas – This merger introduced a more aggressive, Wall Street-driven mindset. The company moved away from its legacy of engineering excellence and safety. Many analysts link this cultural shift to Boeing’s current struggles.
- The 2001 Relocation of Boeing’s Headquarters – Moving the headquarters from Seattle to Chicago distanced executives from frontline operations. This physical and cultural separation weakened leadership’s connection with engineers and production teams.
These decisions highlight an important lesson: leadership shapes corporate culture, and executives must remain engaged with core operations. The most successful organisations ensure that senior leaders stay closely connected to their people, processes, and products.
Lessons for Today’s Business Leaders
Boeing’s challenges are not unique to the aerospace sector. Industries such as technology, finance, healthcare, and manufacturing face similar pressures to cut costs, improve efficiency, and satisfy investors. However, as Boeing’s experience shows, prioritising efficiency over strategic investment can create long-term instability.
Key takeaways for executives and senior managers:
- Sustainable success requires long-term vision – Short-term financial gains should never compromise operational excellence and innovation.
- Outsourcing must be measured, not excessive – While external partnerships can improve efficiency, businesses must retain control over their most essential processes.
- Leadership must stay connected to the core business – Disengaged executives risk losing sight of the organisation’s purpose and values.
- Culture is a vital asset – A strong, mission-driven culture enhances resilience during crises.
A Path to Recovery?
Boeing’s new CEO, Kelly Ortberg, appears to recognise the need for change. His decision to base himself in Seattle rather than the company’s Arlington, Virginia, headquarters signals a return to hands-on leadership. His approach—prioritising safety, quality, and direct engagement—could help restore Boeing’s credibility.
For leaders across industries, Boeing’s story is a reminder that business success is not just about financial performance. It is about building a company that can stand the test of time.
How is your organisation balancing financial priorities with long-term sustainability?
The Right Conversation Can Change Everything. Let’s Talk.
by Joy Maitland | Feb 10, 2025 | Board Members, Board Trustees, CEO, CFO, COO, CIO, Heads of Divisions, Leadership Development, Managing Directors, News & Articles, Non-Executive Board Members, Senior Managers
In a world where technology is advancing rapidly, leaders must decide: Will they lead or follow? Artificial intelligence (AI) is reshaping industries and competition. The latest investments by tech giants show the need for businesses to embrace innovation. But innovation is not just for executives or research teams. It can come from anyone in an organisation.
The AI Investment Race: A Lesson in Leadership
Amazon is the latest company to reaffirm its commitment to AI. CEO Andy Jassy announced that Amazon’s £26.3 billion capital expenditure last quarter is a good estimate for 2025. Most of that funding will go towards AI infrastructure for Amazon Web Services (AWS). Jassy believes AI will transform applications, making it as fundamental as computing, storage, and databases.
Amazon is not alone. Microsoft plans to invest £80 billion in AI data centres in 2025. Meta will spend up to £65 billion, mainly on AI research and development. Alphabet, Google’s parent company, will invest £75 billion, exceeding expectations. OpenAI has also outlined a £500 billion infrastructure project to push AI forward.
Challenging the Norm: Innovation from Unexpected Places
Despite these massive investments, recent events show that leadership in AI is not just about spending large sums. A Chinese startup, DeepSeek, recently claimed to have developed a competitive AI model for just £5.6 million. While some industry leaders question this, it highlights an important fact: innovation is not limited to tech giants. Smaller, agile organisations can challenge the status quo and think differently.
This is a reminder for business leaders in all sectors. The next big breakthrough could come from a mid-level manager spotting an opportunity. It could be a frontline employee identifying inefficiencies. It could be a team rethinking old ways of working. Companies that create an environment where employees at all levels can contribute ideas will be the ones that lead.
What Does This Mean for Your Business?
The AI revolution is not just for Silicon Valley. It is a strategic priority for businesses everywhere. The real question is not whether to invest in AI, but how to use it effectively. More than financial commitment, it requires strong leadership, openness to ideas, and a readiness to embrace change.
Leaders should consider:
- Do we encourage employees to contribute innovative ideas?
- Are we agile enough to adapt to new opportunities?
- Are we actively exploring AI applications in our industry?
- Are we willing to challenge old ways of doing business?
Final Thoughts: Lead, Don’t Follow
History shows that leaders in innovation are not always those with the biggest budgets. They are the ones with the boldest vision. While Amazon, Microsoft, Meta, and Google are investing heavily, real game-changers may come from unexpected places. Leadership is about setting trends, not following them.
At Inemmo, we work with middle to senior leaders worldwide, helping them navigate change. Whether in technology, finance, healthcare, or another field, the key question remains: Are you leading the way, or waiting for others? The future belongs to those willing to innovate. Will that be you?
The Right Conversation Can Change Everything. Let’s Talk.
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