Lessons from Howard Yu

rofessor of Management and Innovation at IMD Business School, has become a leading voice in guiding organizations through an era of unprecedented change. His work, particularly the award-winning book "Leap," provides a blueprint for companies to not just survive but thrive in a world where constant disruption and imitation are the new norms.

On Future-Readiness and Adaptability

"Future readiness isn't just a buzzword – it's the defining characteristic of businesses built to last." [1]
"The more uncertain the world seems to be, the more it is important for companies to become future-ready. In times of crisis, this type of readiness doubles as a source of resilience." [2]
"Being future-ready is a source of competitive advantage, especially in turbulent times. Future-ready companies can anticipate and adapt to external changes through strategic foresight and tactical adaptability, allowing them to win more in good times and lose less in bad times." [3]
"To prepare to go forward, we have to understand where we are coming from. Persistence and focus are key." [4]
"Future-ready companies grow by reinforcing and extending their ecosystems, forging deep and broad relationships with partners." [1]
"The secret to stay ahead isn't speed, it is to prepare." [5]
"You don't need to be Tesla overnight. You just need to stay one inch ahead. If you keep compounding that inch, before you know it, you are miles ahead." [4]
"What applies to CEOs or billion-dollar corporations actually means a lot for small- to medium-sized companies in terms of people leadership... the universal principles at the very core remain the same." [6]
"The best way to predict the future is to create it. And I believe everyone is in the business of creating their own future—not just CEOs or some big-shot executives." [6]
"A strategic shift cannot happen overnight... a great strategy in its realization truly has no shortcut." [2]

On Leaping and Innovation

"Every business faces the existential threat of competitors producing cheaper copies. Even patent filings, market dominance and financial resources can't shield them from copycats." [7][8]
"Outlasting copycat competition... is difficult; doing so over decades or a century is nearly impossible—unless you leap." [7][8]
"Succeeding in today's marketplace is no longer just a matter of mastering the old (copycat tactics); companies also need to continue the discovery process, harnessing new strategies and advancements in technology while leveraging shifts in the marketplace (leap strategy)." [7][9]
"The only way to prosper under such conditions over long periods is to leap: Pioneers must move across knowledge disciplines, to leverage or create new knowledge on how a product is made or service is delivered." [10]
"It's not about building higher walls, it's about continuous reinvention." [6]
"The process of 'creative destruction' is essential for businesses seeking to remain competitive in a rapidly evolving landscape." [11]
"The willingness to let go of past successes and embrace new paradigms is what defines a truly innovative organization." [11]
"If organizations are serious about maintaining competitive advantage, they need to open up their innovation funnel." [12]
"It's critical for organizations to experiment. If they don't, sooner or later they will run into a crisis." [12]
"The knowledge funnel implies that any competitive advantage is transient. What made companies succeed as early pioneers won't keep them in the leading position as industry knowledge matures." [13]

On Strategy and Transformation

"No matter the industry, successful companies all share one trait: they perform and transform at the same time." [4]
"Average companies do either-or. But the stop-start cycle doesn't help. Companies who have cracked the code do both at the same time every single day." [4]
"To stay future ready you need to winning today and winning tomorrow meaning you need to deliver today's strong cash flow and income so that you could fund whatever investment going forward." [14]
"The key to success is actually translation. The strategy document is always very high level... it really is high level there's no way Mckenzie or BCG could break it down to every single step on the day-to-day." [14]
"You have to be able to play a hybrid role between delivering today and building the growth prospect for the future." [12]
"The speed at which today's economy is changing has drastically raised the importance of game-changing transformation." [9]
"It's not enough to create new products or services—organizations must be ready to leap to the next knowledge frontiers and to fully exploit their potentials." [9]
"Organizations that have actually able to realize their strategic intent ahead of time are the ones that are recovering quicker than others." [15]
"Strategy for Future Readiness is more than a program, it is a mindset. It is about changing the game and transforming your business model." [16]
"The easy path to growth is always dangerous." [2]

On Leadership and Culture

"Leaders must foster a culture where differing viewpoints are welcomed, and tough conversations lead to progress." [4]
"You get the truth out when important things are at stake." [4]
"High trust equals high performance—embrace cognitive conflict with respect and empathy to unlock the best ideas." [4]
"My mission is to help you navigate challenges, seize opportunities, and shape a brighter tomorrow." [16][17]
"Corporate leaders need to absorb career risks that individual midlevel general managers normally shun." [13]
"It's all about staying ahead of the curve and being ready for whatever the future may bring." [18]
"My mission is to cut through the noise and help people see what really matters in their work life. Because, let's be honest, there's a lot of hype out there." [6]
"As organizations evolve, their leaders must evolve too." [16]
"The worries from the world are unending, which is why it's most crucial to choose staying light-hearted even for a few hours a day or for a few minutes between tasks. Those precious moments give you clarity, which helps you stay clear on doing what matters the most." [2]
"It's definitely worth it. It is a refresher that opens your eyes to think about different industries, to think about how you can make changes and what are the steps that it needs." [16]

On Diversity and Collaboration

"The collective power of the weak is mightier than that of the strongest individual." [19]
"If you do not actively pursue diversity, the status quo will remain. That is just how decisions are made." [19]
"Just as with machine learning, humans need to actively seek out diverse perspectives of people who are wired differently because of their alternative life experiences." [19]
"The main idea is that a diverse set of algorithms will have superior performance. This is because of their complementary strengths and weaknesses." [19]
"Only then can we build a better, more accurate picture of the truth. Furthermore, we can make better decisions for society when we understand things better." [19]
"We are all human. We have limited knowledge. We may understand others well if they have had similar life experiences to ours." [19]
"Explore and exploit are not mutually exclusive choices. Companies must have both." [19]
"Stay curious and embrace cognitive diversity within the team: Encourage debate and differing perspectives to foster problem-solving and innovation." [4]
"Debate with your colleagues with love: High trust equals high performance—embrace cognitive conflict with respect and empathy to unlock the best ideas." [4]
"Adopt a shared viewpoint on scaling up opportunities: Ensure alignment across leadership on scaling up new capabilities and making tough tradeoffs." [4]

Learn more:

Lessons from Howard Yu

On Future-Readiness and Adaptability

On Leaping and Innovation

On Strategy and Transformation

On Leadership and Culture

On Diversity and Collaboration

Written by Antoine Buteau

Lessons from Dorie Clark

Lessons from David Kelley