Perspectives from Rebecca Homkes
Growth Opportunities in Uncertainty: The need to Survive, Reset, and Thrive
A once in a generation crisis. The week that will have a dramatic impact on markets for decades to come. A historic drop in consumer confidence. The Great Reset. The Great Recession. The Great Crisis. Everything changes after this.
The Cost of Chaos
Tariffs are on and off. Negotiations are happening and then not. Departments are cancelled, and then some are put back. Forecasts get doomier but contain multiple caveats. Stock markets tumble, and then slightly correct. Consumers report elevated uncertainty as cause for their pessimism. Federal Reserve Chair Jerome Powell wrapped his press conference by noting ‘uncertainty is remarkably high.’
Markets hate bad news, but they hate uncertainty more.
We are constantly sling-shotting between headlines in a news cycle that has moved from 24/7 to incessant and inescapable, each hour something else may or may not matter.
Uncertainty alone is challenging enough — but when its intensity, frequency, and emotional implications all intensify simultaneously, we face something more disruptive: Chaos.
Breakthrough growth strategy: Do you have one? Here’s 4 phrases that signify you probably don’t
The sub-title of Survive Reset Thrive is ‘Leading breakthrough growth strategy through volatile times.’ I have always loved the concept of breakthrough growth, but in the past months of discussions, it’s clearer that while most leaders espouse the need for a breakthrough growth strategy, and many believe they have one, few do.
Breakthrough growth means breaking out of that and setting a new growth curve. This is hard as it means you must be willing to break things, including habits and processes that are mostly working now in your operational strategy.
What can leaders learn from this election? Three brief takeaways from the 2024 USA election
After months (ok years…..) of election discussion, we have an outcome in the US election. While much has been written about the emotive election and its outcome (which I cover elsewhere), I wanted to move slightly away from the policy and character debates and focus on three takeaways for organizational leaders.