To Seize the Future, Create a Leadership Circle
A global pharmaceutical company was about to lose the strategic advantage of several blockbuster drugs coming off patent. In five years, the revenue shortfall would be significant. The senior commercial and scientific directors formed a “circle of leaders” comprised of 23 senior managers who had no meaningful history of collaboration on strategic initiatives. The hope was that the diversity of brainpower and perspectives would yield imaginative ways to outgrow the shortfall. An international media firm that successfully moved from print to internet nonetheless faced new competition from the likes of Google and Buzzfeed. Although its readership was at historic highs, the CEO was determined to double its subscription base over the next five years. So the chiefs of strategy and technology formed a unique circle of peers — 18 diverse members from across the organization whose task over the next six months was to ask and answer what they felt were the most pressing strategic question...