Leadership, Entrepreneurship and the Challenges of Strategic Adaptability

[shukla7789]

The Startup Summit discussed the speed of change and the pressure it puts on startup founders and business leaders. An inspiring conversation highlighted how the increasingly fluid and unpredictable business environment will require new skills from leaders and entrepreneurs. The panel featured Alejandra Nadruz from Softplan, Bruno Rodrigues from GoGood, and Keitiline Viacava from DM.Lab, who discussed the challenges of strategic adaptability.

Some of the key insights from the event

They emphasized the need for leaders to develop a decision-making process that effectively balances short- and long-term strategic vision in a scenario marked by uncertainty, disruption and constant change.

Keitiline shared a study on adaptive cognition conducted with more than a cambodia whatsapp number database leaders from diverse organizations, which revealed that the capabilities needed to face the current scenario are rarely present in their entirety. This suggests that leaders need to combine their capabilities with those of others to overcome challenges.

Strategies at Startup Summit 2024

Bruno highlighted that agility and the volume of demands often prevent leaders from making quality decisions. For him, it is essential to reduce the number of decisions and set aside time to delve deeper into strategic issues. Expanding the context and collecting more data enables bolder and more impactful decisions for the business. He quoted Jeff Bezos, who believed that a good executive should make three good decisions a day, and no more. To do this, it is necessary to know how to delegate, allowing the leader to focus his or her capacity and experience on the decisions that really matter.

Alejandra, in turn, argued that it is necessary to deconstruct the archetype of the entrepreneur who responds immediately and makes impulsive decisions. In many cases, it is necessary to “sleep on the idea”, carefully consider the scenarios and analyze the data. It is essential to separate the process of good decision-making from lethargy, paralysis or cowardice. For her, strategic adaptability is not a one-off event; it is an ongoing process that requires time. It is important to consider the context, interpret the scenario well and understand when is the best time to make a decision. Some decisions will be quick, others interactive, and some will require more consideration and individual analysis.



She concluded that decisions are the basis of adaptability and should be viewed as a movie, not a photo.

The most effective way is to observe the outcome of decisions, review the process and evaluate how they were made. Only in this way is it possible to overcome the dichotomy between success and failure, improving the decision-making process, which will inevitably lead to more successes, especially in a context where the only certainty is constant uncertainty.