LEADERSHIP INSIGHTS

At Criticaleye’s 2025 CEO Retreat, held in partnership with AlixPartners, DWF Group, Hitachi Solutions and Palo Alto Networks, the discussion focused on how CEOs and Boards can start moving again and, more fundamentally, the mindset required to be successful in a world where international institutions appear weakened and some of the long-established rules around market access no longer apply.
 

Robert Hornby, Co-CEO at AlixPartners, commented: “In my view, CEOs are in a difficult position because they don't have the answers and yet they're looked to for direction. CEOs have to face into that role as it’s their job, but trying to trade off the opportunities versus the risks is not easy.”
 

The mistake is to expect things to normalise or return to how they were. While markets may improve, as seen by the lowering of interest rates, the intensity and pace are not going to ease off. Robert continued: “Disruption is not just the tariff situation and the fallout in the world economy; all the long-term stuff is still going on, such as technology, demographics and climate. These things haven't stopped and it's very easy to be dazzled by the thing that's right in front of us and forget what’s going to get us in the end if we don't do something about them.”
 

It's one of the reasons why there is so much talk about scenario-planning at present. Dimitri Zenghelis, Economist at the University of Cambridge and Independent Economics, observed: “If you don't have a strategy that future proofs you against significant change as an organisation, then your investors will want to know about it.
 

“So, we're moving from trying to make predictions about the future at a time of rapid change and uncertainty, to one that's more geared around risk management and hedging strategies, optionality, adaptability, flexibility—that kind of thing matters much more.” 
 

Mike Maudsley, CEO of enfinium, noted the importance of scanning the horizon for what might be coming. “The main thing is making sure that you're looking at your risks in your business and you're always reviewing what you're doing and how you’re acting on it.”
 

It also reinforces the need for chief executives to stay close to key stakeholders. “When there is change and volatility, you do need to communicate with the Board to get them to understand what’s happening,” he said, going on to add that it’s also vital to be visible to the wider business. “You have to be continually communicating and to really throw energy into it. You must be out there, physically talking to people, and it’s also important to keep it fresh so it’s not the same old message.”

 

The Multispeed CEOs 
 

Arguably the main task for CEOs and Boards is trying to balance short-term performance with investing for longer-term growth. It comes back to this idea of knowing when and where to place the big bets. After all, investors will only allow a business to press pause for so long before the questions begin. 
 

Sangeeta Desai, Non-executive Director at Boat Rocker Media and a Board Mentor at Criticaleye, commented: “Whether it's private or public, the short term inevitably becomes the priority just because it's immediate and it's in front of you. But it's the longer term that ultimately gets you the value so you’re always having to juggle the two things.” 
 

This isn’t straightforward, particularly given the focus on cost and productivity at present. She continued: “Everyone wants to see good numbers. Even if they believe in the long-term strategy, they don't like seeing numbers going down. It requires a lot of communication, but I think ultimately you have to stick to the longer-term strategy.
 

“I've seen a lot of situations where CEOs have played to the short term and then time runs out. In many cases, short-term decisions steal from the longer-term growth.”
 

Matthew Blagg, CEO of Criticaleye, said: “It is complex when discussing the short versus long term as it gets into leadership capability, talent and the Board. I don't think it's easy to get right. It’s not linear when looking at who owns the short and long-term strategy.”
 

Effective risk management is now essential for CEOs and Boards. They need to be questioning and scanning for threats, sources of disruption and gaming different scenarios. Part of that also entails looking at opportunities. This is the business landscape today and it’d be foolhardy to think that things are going to slow down or revert to how they used to be. 
 

“If you look at cultures and capability, it's those organisations that have the ability to turn up and dial down speed based on the operating environment they're in that do well,” said Matthew. “They understand the pace they need to move at and have the leadership to drive it.”