Terence Mauri

Think about when you look at your day, reacting to emails all the day, everything seems exciting and urgent. Probably less than 5% is actually important. So I think for me, what it did was a couple of things. Number one, it was a great reawakening and it helped me to reconnect with the idea that not taking a risk is a risk sometimes.

Think about when you look at your day, reacting to emails all the day, everything seems exciting and urgent. Probably less than 5% is actually important. So I think for me, what it did was a couple of things. Number one, it was a great reawakening and it helped me to reconnect with the idea that not taking a risk is a risk sometimes.

Number two, that actually the world will always be uncertain, will always be volatile and risk and reward always come together, wrapped together. We forget that risk and reward travel in the same elevator. And sometimes we forget that actually, you know, this idea that we always overestimate the risk of trying something new. It could be a new way of working. It could be taking a career break.

Number two, that actually the world will always be uncertain, will always be volatile and risk and reward always come together, wrapped together. We forget that risk and reward travel in the same elevator. And sometimes we forget that actually, you know, this idea that we always overestimate the risk of trying something new. It could be a new way of working. It could be taking a career break.

It could be applying for a new job in a new sector, whatever it is. We always overestimate the risk of doing something new. And we always underestimate the risk of standing still.

It could be applying for a new job in a new sector, whatever it is. We always overestimate the risk of doing something new. And we always underestimate the risk of standing still.

Disruption for me is a secular and structural here to stay inflection point. There's different types of disruptors out there. If we look at mega trends, for example, we've got optimized reality that's moving from doing AI to being AI. That means, for example, we're moving from IT spending as a percentage of global GDP, moving from 5% to 10% over the next seven years.

Disruption for me is a secular and structural here to stay inflection point. There's different types of disruptors out there. If we look at mega trends, for example, we've got optimized reality that's moving from doing AI to being AI. That means, for example, we're moving from IT spending as a percentage of global GDP, moving from 5% to 10% over the next seven years.

To optimize reality, that's a big here-to-stay disruption that will impact and reshape and redefine value creation, but also redefine completely new industries and companies. Another example would be decarbonization, the whole transition to the green economy around the world. So these are big bang disruptions.

To optimize reality, that's a big here-to-stay disruption that will impact and reshape and redefine value creation, but also redefine completely new industries and companies. Another example would be decarbonization, the whole transition to the green economy around the world. So these are big bang disruptions.

But if we take it down to a more granular level, disruption can also be a family disruption. It could be a divorce, a sudden death, could be a career type disruption. But actually, how we deal with them, I think it's this kind of point of view that asking this question, how do I turn these disruptors into platforms, into tailwinds? How do we turn these into upside?

But if we take it down to a more granular level, disruption can also be a family disruption. It could be a divorce, a sudden death, could be a career type disruption. But actually, how we deal with them, I think it's this kind of point of view that asking this question, how do I turn these disruptors into platforms, into tailwinds? How do we turn these into upside?

I think so. I think constraints are often opportunities in disguise. For example, Hermes, the global luxury company, one of the big constraints facing the fashion industry is the idea that they're not sustainable business models. They waste a lot of money. a lot of money. They've got high carbon dioxide emissions.

I think so. I think constraints are often opportunities in disguise. For example, Hermes, the global luxury company, one of the big constraints facing the fashion industry is the idea that they're not sustainable business models. They waste a lot of money. a lot of money. They've got high carbon dioxide emissions.

So for Hermes, what they've done is turn that constraint into upside by creating new strategic partnerships with biotech companies. They produce mycelium, which is a non-leather-based form of leather. It's like a mushroom-based type of leather, alternative to leather. And the big audacious goal at Hermes now is that at least half its global revenues will be mycelium-based leather by 2030.

So for Hermes, what they've done is turn that constraint into upside by creating new strategic partnerships with biotech companies. They produce mycelium, which is a non-leather-based form of leather. It's like a mushroom-based type of leather, alternative to leather. And the big audacious goal at Hermes now is that at least half its global revenues will be mycelium-based leather by 2030.

Now, that wouldn't have happened without turning a disruption into a tailwind.

Now, that wouldn't have happened without turning a disruption into a tailwind.

I think it's helpful to take a historical perspective, first of all. So if we go back to 1956, Professor Marvin Minsky, for example, he was one of the pioneers of AI. And originally it was going to be called applied statistics, but that wasn't sexy enough. I think there are three kind of time horizons to be aware of. So the first one was excitement phase.

I think it's helpful to take a historical perspective, first of all. So if we go back to 1956, Professor Marvin Minsky, for example, he was one of the pioneers of AI. And originally it was going to be called applied statistics, but that wasn't sexy enough. I think there are three kind of time horizons to be aware of. So the first one was excitement phase.