Terence Mauri

What actionable steps can a leader take to sharpen their organization's readiness for the future? I think start with this idea of future readiness muscle. And we have muscle memory. So what I mean by that is some mindset shifts. The future and the reality right now is that the future is not just about technology or trends. That's important.

What actionable steps can a leader take to sharpen their organization's readiness for the future? I think start with this idea of future readiness muscle. And we have muscle memory. So what I mean by that is some mindset shifts. The future and the reality right now is that the future is not just about technology or trends. That's important.

But even more important than that, it's about mindset shifts and choices and voices. And so this future readiness muscle we need to sharpen in meaningful, intentional ways. For example, the curiosity to learn, relearn and unlearn. The clarity to focus because our attention spans now are one of the rarest and purest forms of leadership capital.

But even more important than that, it's about mindset shifts and choices and voices. And so this future readiness muscle we need to sharpen in meaningful, intentional ways. For example, the curiosity to learn, relearn and unlearn. The clarity to focus because our attention spans now are one of the rarest and purest forms of leadership capital.

the conviction to make decisions, decision velocity, under pressure, despite volatility, despite uncertainty. These would be some muscles to sharpen individually and collectively within the organization. A practical example of that would be at Novartis,

the conviction to make decisions, decision velocity, under pressure, despite volatility, despite uncertainty. These would be some muscles to sharpen individually and collectively within the organization. A practical example of that would be at Novartis,

the pharma company, they have a 30-day curiosity hackathon where they sharpen three types of curiosity over the course of 30 days, 100,000 employees. They focus on inner curiosity, so know yourself, know your blind spots, know your strengths. Other curiosity, know the people around you, build bridges and outer curiosity, which is what's the point of view you have about your industry?

the pharma company, they have a 30-day curiosity hackathon where they sharpen three types of curiosity over the course of 30 days, 100,000 employees. They focus on inner curiosity, so know yourself, know your blind spots, know your strengths. Other curiosity, know the people around you, build bridges and outer curiosity, which is what's the point of view you have about your industry?

What's the point of view you have about weak signals or big trends that are impacting your industry? And what are you going to do about them? They call it triple curiosity, inner, other, and outer. That's one example of how a company is bringing this future readiness muscle to life in a really human way.

What's the point of view you have about weak signals or big trends that are impacting your industry? And what are you going to do about them? They call it triple curiosity, inner, other, and outer. That's one example of how a company is bringing this future readiness muscle to life in a really human way.

So inner is yourself, outer is other people, and outer is really curiosity outside of the business. So looking at external trends, inflection points, competition, even other industries, because with industry convergence happening as well, We also can learn a lot, not just from our own industries, but again, that you get trapped in silo thinking, but also breaking into other industries. Love that.

So inner is yourself, outer is other people, and outer is really curiosity outside of the business. So looking at external trends, inflection points, competition, even other industries, because with industry convergence happening as well, We also can learn a lot, not just from our own industries, but again, that you get trapped in silo thinking, but also breaking into other industries. Love that.

The worst thing we can do is actually not take any risk because being addicted to certainty can make us feel comfortable. But if that certainty is also causing a stagnation, we're not learning anymore, we're not moving anymore, well, that's not a good place to be. You know, life is short. If we're lucky, we get about 960 months to live. It's not to make people feel scared.

The worst thing we can do is actually not take any risk because being addicted to certainty can make us feel comfortable. But if that certainty is also causing a stagnation, we're not learning anymore, we're not moving anymore, well, that's not a good place to be. You know, life is short. If we're lucky, we get about 960 months to live. It's not to make people feel scared.

It's this idea that it's never been easier to waste time and waste energy, that not taking a risk is a risk.

It's this idea that it's never been easier to waste time and waste energy, that not taking a risk is a risk.

Thank you so much, Adam, for inviting me.

Thank you so much, Adam, for inviting me.

The philosopher Kierkegaard said that life is best lived forwards, but is best understood backwards. And I can really relate to that. I had my whole life and career mapped out in a very linear way. But as another famous philosopher, Mike Tyson, once said, you can have the best laid plans until somebody punches you in the mouth. And this is what happened to me.

The philosopher Kierkegaard said that life is best lived forwards, but is best understood backwards. And I can really relate to that. I had my whole life and career mapped out in a very linear way. But as another famous philosopher, Mike Tyson, once said, you can have the best laid plans until somebody punches you in the mouth. And this is what happened to me.