From Informed Decisions : Conversations and Q&A with Randall Craig and Ronja Francoeur.

Part 1

Part 2

•  What are the key considerations  in executive presence  discussion? (0:55)

•  What can we learn from either extremes and what advice are there? (8:55)

•  Can you discuss the proposition of proactive and reactive pivots? (13:54)

•  Can the skills that led to a successful pivot in a disruptive circumstance be somehow leveraged and applied in a more always-on capability for the future? (21:32)

•  Is there a thought experiment for recognizing that were some operating principles that worked and should be celebrated? (25:33)

•  Is there a mechanism to identify weak signals? How to make those signals be heard? (29:13)

•  What will the future be and how can we create the future? (34:52)

•  How are you deciding to pivot one way or the other? (0:11) What data do you use to make your decisions (and where does "gut" play it?) (0:11)

•   How do you pivot from different points if you are in denial about the different points or what both sides look like? (4:50)

•  Businesses should stop defining themselves by the products/services that they sell, but define themselves by how they help people. (9:39)

•  Is it time to make significant change during times of challenge, or should you batten down the hatches? (15:59)

•  When do you change the current business versus starting a new business vs launch a flanker brand? (17:57)

•  You mentioned that in decision-making, you should include your senior managers —what about your stakeholds and everyone else on the team? (28:45)

•  Is it better to have people with organization knowledge and stability rather than swap out for new green fresh people? (31:26)

•  Is fear of failure a necessary tether to stand with both feet on the ground? Or is a leap of faith required to become a successful disruptor? (36:50)