『Let's talk Transformation : The business leaders podcast』のカバーアート

Let's talk Transformation : The business leaders podcast

Let's talk Transformation : The business leaders podcast

著者： Suzie Lewis
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"Let's talk Transformation" is a podcast for busy yet curious leaders and executives who want to stay ahead of the curve and relevant in the age of AI. Join strategic yet practical conversations with experienced leaders ready to vulnerably share knowledge & learnings. You will be able to operationalise these insights and immediately apply with your team & peers to drive more inclusive & collaborative environments for sustainable transformation & innovation in the workplace and beyond. Hosted by Suzie Lewis, bilingual & bicultural, holding over 20 years of transformation experience in different sized organisations. Her approach is systemic, working on invisible dynamics to improve the quality & speed of decision making and creating a culture of learning. https://transformforvalue.comCopyright 2026 Suzie Lewis マネジメント マネジメント・リーダーシップ リーダーシップ 経済学
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  • #180 Incorruptible : maximising human flourishing with Eric Ries

    #180 Incorruptible : maximising human flourishing with Eric Ries
    2026/07/20
    What happens when a company built on trust and purpose faces the immense pressure of quarterly profits?Eric and I discuss why good companies go bad and explore the structural blueprint to keep your business mission-driven, soulful, and incorruptible for the long term. We go from story to story of human centric and purpose driven founders trying to combat the corrosive effects of financial gravity. We explore why “financial gravity” pulls good companies toward bad decisions and how leaders can protect their mission.The companies that last aren't the ones that avoid pressure. They're the ones that decided early what they would refuse to trade away. This is an ethical and a leadership question. One of organizational soulcraft, and it's one that every single person listening gets to answer in some small way. In order to build orgs that are truly strong we need to pay special attention to the exoskeleton that separates inside from outside - this is the art of organisational soulcraft — designing the deep structural foundations that give organisations strength - governance.This involves embedding values directly into the legal and structural foundation of a business. A central element of this blueprint is adopting a Public Benefit Corporation (PBC) status, which formally aligns the company’s purpose beyond simple profit maximization. We explore the importance of appointing mission guardians and utilizing board structures that ensure accountability to long-term goals rather than just quarterly financial reports. These mechanisms help protect the engine of value creation from outside interference.Modern business often relies on a set of “best practices” that, ironically, can destroy shareholder value. Bundling cost, short term thinking and choosing convenience over mission is still very much the status quo, even if there are people that believe otherwise. This is the downwards pull of financial gravityProfit should be redefined as the result of maximizing human flourishing. To sustain this, leaders must maintain a “culture bank” where every decision is an opportunity to make a deposit by acting in accordance with core values. The example of HEB, where a manager allowed customers to take necessary supplies during a power outage, illustrates how a strong internal culture empowers employees to act consistently without awaiting corporate permission. This operational coherence ensures that the company’s mission remains the guiding force in daily interactions.We all can and must act, and when individuals recognize they are not just victims of a system but are “traffic” within it, they can then reclaim the agency necessary to build and preserve truly meaningful organizations.It is time to move past the myth of shareholder primacy and stop chasing the market. We need to start building engines that can sustain themselves, organizations that create more value than they extract. The future of our economy depends on our willingness to design better, more soulful institutions.What is one structural change you could make this week to better protect your core mission?The main insights you'll get from this episode are :An incorruptible company must be structurally, intrinsically and permanently soulful.In the fiduciary hierarchy – customers, employees, shareholders – shareholder value is only created by serving the other two first.Building an ethos attracts loyalty to successfully grow a company, but the pull of financial gravity undermines this (i.e. making money without creating value).The golden goose is a recurring problem in our economy - systems should counteract human failings, not amplify them (i.e. kill the golden goose).The ability to operate the engine of a company is required to run it successfully; purpose-driven companies are proven to outperform others.Forces at work below the surface are experienced indirectly in a company but are very impactful and have a universal warping effect, e.g. ‘financial gravity’.The ‘art of organisational soulcraft’ = governance, but in accessible language to create the conditions to be incorruptible.Governance is foundational and the blueprint for the solution is composed of information that is widely available (but counter to shareholder primacy).A sound definition of profit is to maximise human flourishing, with leadership and operational techniques creating an aligned culture, a ‘culture bank’.The simple rule of a strong company culture is to only make deposits and never withdrawals from this culture bank.Trustworthiness is an asset with intangible value for customers; creating good stories becomes company lore.Individual agency is important in the face of destructive forces, as highlighted by the effort companies make to dispirit us.Find out more about Eric and his work here :https://www.incorruptible.co/https://howisincorruptiblegoing.com/https://www.linkedin.com/in/eries/https://tryvirgil.com/For more information on this episode please ...
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    41 分
  • #179 Your best meeting ever : Design for impact with Rebecca Hinds

    #179 Your best meeting ever : Design for impact with Rebecca Hinds
    2026/07/13
    “We often think meetings are the problem. Usually, they’re a symptom of a bigger problem: a broken communication system.”Poorly run meetings cost trillions of dollars every year yet there are multifaceted drivers for why we keep them as a comfort zone for ‘moving forward’. This powerful insight challenges us to look beyond the surface of meeting overload, beyond the binary concept of how much time we're spending and look at exactly how much it is costing us and why.Consider the “visibility bias” : we often equate presence with productivity. Meetings are highly visible, making them status symbols rather than efficient tools. This bias fuels unnecessary meetings and hinders true progress.Imagine an organization where 30-50% of meetings could be eliminated without negative consequences. While canceling meetings provides relief, the real change comes from employees redesigning what deserves to be a meetingApplying a “product design” lens means intentionally crafting meetings. Just as you wouldn’t ship a product without user feedback and refinement, why do we tolerate poorly designed meetings that are our most expensive form of collaboration? This approach empowers teams to reclaim their time and focus on valuable synchronous interaction.This strategy requires leadership buy-in and a psychologically safe environment for employees to decline meetings without guilt. It shifts the mindset from “busyness as a badge of honour” to “impact as a measure of success.”What’s one “meeting legacy system” in your organization that needs a redesign?The main insights you'll get from this episode are :“We often think meetings are the problem. Usually, they’re a symptom of a bigger problem: a broken communication system.”This powerful insight challenges us to look beyond the surface of meeting overload, beyond the binary concept of how much time we're spending and look at exactly how much it is costing us and why.Consider the “visibility bias” : we often equate presence with productivity. Meetings are highly visible, making them status symbols rather than efficient tools. This bias fuels unnecessary meetings and hinders true progress.Imagine an organization where 30-50% of meetings could be eliminated without negative consequences. While canceling meetings provides relief, the real change comes from employees redesigning what deserves to be a meetingApplying a “product design” lens means intentionally crafting meetings. Just as you wouldn’t ship a product without user feedback and refinement, why do we tolerate poorly designed meetings that are our most expensive form of collaboration? This approach empowers teams to reclaim their time and focus on valuable synchronous interaction. AI reinforces ‘busyness’ and its role will depend how we enact it; AI often makes collaboration worse here as it offers an opportunity to cognitively offload hard work.Applying these meeting strategies requires leadership buy-in and a psychologically safe environment for employees to question the impact and decline meetings without guilt. It shifts the mindset from “busyness as a badge of honour” to “impact as a measure of success.”What’s one “meeting legacy system” in your organization that needs a redesign?The main insights you'll get from this episode are :Visibility bias: presence = productivity, but most of the real work takes place behind the scenes, and visibility = value, so meetings become a status symbol.The users of the meeting ‘product’ are attendees, but meetings are not generally designed with the user in mind – it tends to be a very poorly optimised product.A tangible metric is simply to ask users if the meeting was worth the time they invested, i.e. impact v effort, and what the organiser could do to improve it.Calendar cleanses offer temporary relief but no ownership for the users; ‘meeting doomsday’ involves employees proactively deleting meetings.Time savings come mostly from small changes that add up, e.g. five minutes shorter, or fewer attendees – this gives employees social permission.Meetings are a symptom of a broken communication system in which employees do not understand how they contribute to the bigger picture.AI reinforces ‘busyness’ and its role will depend how we enact it; AI makes collaboration worse as it offers an opportunity to cognitively offload hard work.There is a trend to over-index on tech, but we must be intentional and clarify how the AI is in service to the humans in the room.Collaboration overload and intensification of work with AI means that strategic collaboration will be required for specific types of output.Meeting design demonstrates leadership in an organisation, and the ability to rescue a meeting that is going badly.Leaders need to create a psychologically safe environment in which employees can tell leaders when the tech is not working.In the face of cognitive debt, we must use tech to become more strategic, ...
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    37 分
  • #178 Subtract to Succeed: The leadership breakthrough with Nell 3D

    #178 Subtract to Succeed: The leadership breakthrough with Nell 3D
    2026/07/06
    It’s about creating white space in our brain, on our desk, in our inbox, on the desktop of our screens to reduce clutter..While most leadership advice suggests adding more habits or tools, My discussion with Nell proposes that the most strategic action a leader can take is to subtract. We discuss a life's “forced stops,” which occur despite us feeling aligned and successful. Having a forced stop can be a pivotal moment, even in a fully aligned life; doing too much is dangerous to self and others.This contrasts with the common belief that one must feel “empty” to realize a problem. Nell introduces her “Lead in 3D Framework” and “Subtract to Succeed” philosophy, which challenges the traditional view of adding more to achieve more. This draws on two decades of global development and humanitarian leadership experience. It helps high-performing leaders address a quiet crisis: they are achieving success on paper but are running on empty.We explore the transformative power of subtraction, offering practical insights for leaders navigating an increasingly demanding world. The conversation delves into the impact of AI on work habits, the often-overlooked gender asymmetry in work-life balance, and the potential of regenerative leadership to combat exhaustion as a badge of seriousness. We explore practical methods for leaders to reconnect with their bodies, prioritize intentional space, and leverage their natural energy for sustainable impact.The modern leader faces unprecedented pressures, often pushing them towards unsustainable levels of activity. The call to “subtract to succeed” offers a vital counter-narrative, proposing that true growth and lasting impact come from strategic removal, not endless addition. Leaders can listen to the subtle signals of their bodies and environments, intentionally create space, and reallocate their energy towards what truly matters.This holistic approach, rooted in the interconnectedness of “me, we, and world,” fosters regenerative leadership that benefits not only the individual but also their teams, organizations, and the broader community. The journey begins with a simple act: choosing to believe in the reality that less, when done intentionally, ultimately brings more.What one non-essential task or thought pattern could you subtract today to create more impactful space?The main insights you'll get from this episode are :Having a forced stop can be a pivotal moment, even in a fully aligned life; doing too much is dangerous to self and others.The AI world enables overwhelm – we must recognise that the infrastructure is designed to enthrall us and breaking away from it is difficult.A framework for recognising the reality of our bodily systems within systems of systems is helpful to connect me, we, and the world, opening up opportunities.Less is more but the human instinct is to add; the ‘subtract to succeed’ methodology uses the ‘stop, drop, and roll’ approach from fire safety:stopping in situ, gathering data, paying attention, taking stockdropping experimentally, getting curious, creating spacerolling with the additional time and space, intentionally filling the vacuumThere is a gender difference re subtraction – feminine energy understands the need to stop, masculine energy less so.Feminine energy is interconnected and more systematic, whereas masculine energy is linear, partly shaped by the current system and societal stereotypes.There is resistance to the shift from a linear, industrial approach to a more interconnected approach in workplace cultures (due to the illusion of control).Regenerative leadership understands that neither energy inputs and outputs nor rest are created equal, which speaks for the benefits of diversity.Extractive capitalism detracts from rest and undermines the neurology of and need for rest; it is imperative to select activities that bring us joy and energise us.Learning what individuals’ natural energy is enhances collaboration and delegation; subtraction is regenerative rather than extractive.The cognitive reframe for subtraction happens quickly because it is simple, has immediate tangible benefits and brings peace.Unhelpful thinking is very detrimental and leads to rumination as opposed to constructive thoughts – it is time to reclaim our brain power!A daily practice is transformative; we must believe that reality can be different and we choose our reality.Find out more about Nell and her work here :https://nell3d.substack.com/https://www.linkedin.com/in/nell3d/, https://www.nell3d.com/Guest pass : https://nell3d.substack.com/guestpassFor more information on this episode please visit www.transformforvalue.com/podcastTo carry on developing your leadership and building a relevant & high performing team, connect with me here : https://calendly.com/transformforvalue/connect
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    51 分
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