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Price is never inherently expensive or cheap; it always depends on the value delivered. Low cost usually implies measurable trade-offs: narrower seats, cheaper materials, simplified processes. Perceived value cushions the experience, but does not change reality: low cost delivers adjusted expectations, not absolute quality.
Moving from strategy to execution is not a problem of ideas or planning, but of alignment. Execution only works when four inseparable vectors come together: clear processes, capable people, sufficient tools and resources, and the right mindset. The absence of any one of them can block or sabotage even the best strategy. Execution is not about demanding more effort, but about creating organizational coherence.
Promoting the wrong person is not just an HR mistake; it is a cultural signal that distorts decision-making, erodes performance, and drives talent away. Incompetence rises through politics and appearance, while teams pay the price in demotivation, loss of excellence, and a silent yet profound deterioration of the organization.
The professional journey is like a river: part of the route is known, but market currents and organizational flows shift without warning. We do not control the riverbed itself—only how we choose to navigate it and with which tools. Our skills are the oars that determine our ability to maneuver; strengthening them is essential to handle turbulence, avoid drifting, and keep a deliberate course.
Adopting a customer-centric approach is not a quick project, no matter how much we try to accelerate, but rather a profound transformation of the organization’s DNA. It means moving from selling products to solving customer problems, breaking down silos, redefining KPIs, and rebuilding processes, culture, and technology. With all this, the greatest risk is to stop halfway — unable to complete the journey and left stranded in no man’s land.
In a professional network, what matters is not the number of contacts but how relationships are structured and evolve. The concentric circles of value reveal different levels of trust and contribution: from the intimate core, where true relational capital resides, to the general network, which provides reach and potential. It is a dynamic system that strengthens with intention and weakens when taken for granted.
Market saturation is the reality: growing revenue has become an almost inevitable zero-sum game. The battle has always been in the margins. First came economies of scale, then platforms, then basic automation, and now applied AI. Today, as before, it all comes down to optimizing costs and managing margins.
Some organizations confuse participation with leadership and end up diluting responsibility in “democratic” processes where everyone gives an opinion and no one decides. Listening to multiple perspectives is valuable, but the decision must have a clear owner. Otherwise, focus is lost, execution stalls, and the role of the professionals hired to lead is undermined.
Portfolio-based businesses enjoy stability, but that same recurrence acts as an anesthetic that slows innovation. Sectors like insurance or healthcare show deep-rooted inertia, slow processes, and outdated technology. Innovating requires investment and delayed returns — a tough proposition for organizations, especially publicly traded ones, trapped by short-termism and pressure for immediate dividends.