Julie Floutier

"How can I get from burnout to peak performance without slowing down?" An INSEAD alumni asked me this after watching one of my clients transform his energy levels while maintaining P&L growth. The results that caught his attention: → Revenue up 23% year-over-year  → Team retention improved from 62% to 94%  → Decision quality scores increased 47%  → Personal energy levels sustained above 85% No sabbatical. No extended down time. No meditation retreats. This wasn't a miracle. It was methodology. Introducing the Peak Performance Programme: A science-backed performance system that integrates: Peak Performance Architecture • Olympic recovery protocols • Cognitive performance optimisation  • Energy management systems [Outcome: 3x sustained output] Strategic Integration Framework • Values-aligned decision matrices  • Team dynamics optimisation  • Performance measurement tools [Outcome: 40% better decisions] Sustainable Excellence Protocol • Anti-fragility systems  • Stress-testing mechanisms  • Recovery-based leadership [Outcome: 67% improved resilience] Limited to 8 leaders for Q4 2025: • 12 weeks of 1:1 elite coaching  • Complete methodology implementation  • Personalised performance protocols  • Lifetime access to alumni network This isn't for everyone. It's for leaders who: → Drive significant P&L responsibility  → Lead teams of 50+  → Refuse to sacrifice health for success  → Are ready for evidence-based transformation Previous Peak Performance results: • 100% hit performance targets  • 89% improved team engagement  • 94% sustained energy levels  • 91% better work-life integration Applications open in 10 days’ time. 8 spots. No exceptions. Comment "TRANSFORM" for application details. ♻️ Share with a leader who needs this  👉 Follow Liz Bradford for science-backed performance insights

81

101 commentaires

✨ Gen Z isn’t just a puzzle — they’re a preview. The question: is your brand ready? 📉 Spending is down — 13% YTD, with holiday spend projected -23%. Yet they’re reshaping shopping rules: dupes, vintage, and micro-luxuries. 🤖 AI is their shopping sidekick: finding the best value mascara, comparing prices, tracking sales, and curating lists. If it’s not trending, it may not exist for them. 🏷️ Affordable influence wins: 79% wait for sales, only 21% pay full price. Everyday trade-offs fund indulgences. 📲 The path-to-purchase is nonlinear: TikTok ➡ app ➡ store. 61% prefer in-store discovery. Gen Z moves at the speed of culture. 💳 Payments are under pressure: 64% use BNPL, but 40%+ miss payments. And for the first time in years, consumers are turning back to cash. 🤝 Loyalty is fragile: 41% are brand-agnostic, 49% want customization. Brands must earn repeat spend through routines and relevance, not just discounts. 🔗 See our full report in comments. #PwC #ConsumerMarkets #PwCHolidayOutlook #GenZ #ConsumerSpend #AI #Loyalty Kelly Pedersen, Carla DeSantis, Jonathan Kletzel, Joshua Goldman, Mike Ross, Remzi Ural, Paul Leinwand, Eric Shea,Tom Birtwhistle, Roberto Hernandez, George Korizis, Brad Herndon, Jill Noeh, Lauren Juszczuk, MBA, CPA, Katie Krick, CPA, Jen Swetzoff Nancy Liu Ethan Dameron Jeanelle Johnson Darin Yug Deniz Caglar Mohib Yousufani

87

1 commentaire

Giving feedback to the CEO is one of the board’s most important responsibilities—yet many boards fall short. Part of the challenge is perspective. Boards interact with the CEO only in snapshots—through formal meetings, reports, and occasional calls. With such limited visibility, it’s easier to focus on financial results, rather than the leadership behaviors and team dynamics that drive long term success. In a new Harvard Business Review Executive article, my colleagues at Egon Zehnder Gabi Carvalho, Gizem Weggemans, and Greig Schneider share a fresh and interesting perspective on the reasons why CEO feedback so often misses the mark and share five practical steps to turn it into a true growth accelerator. Read the full article here: https://bit.ly/4lkmfxo

95

14 commentaires

Despite ongoing volatility, bold CEOs are not retreating – they are leaning in. More than half (52%) of CEOs are investing to accelerate portfolio transformation, while 73% are leaning towards joint ventures and strategic alliances, indicating a clear pivot toward agile, collaborative strategies to navigate turbulence. Moreover, localization is also gaining traction as a long-term strategy, balancing global scale with regional agility.   The latest EY-Parthenon CEO Outlook Survey highlights a new era of leadership where CEOs are viewing volatility as a strategic advantage rather than a constraint. We asked 1,200 CEOs around the world about how they are reshaping the rules of growth amid disruption. Here’s what they said: https://bit.ly/3GQIOvn   #CEOs #EYParthenon #ShapeTheFutureWithConfidence

56

To truly satisfy all customers, you need to meet them where they are — which means offering a wide product line-up. Not every customer wants the same thing, at the same time, in the same format. People’s needs vary by use case, budget, lifestyle, and even emotion. So, if you want to remain relevant across time and segments, you need to engineer and release many different products that feel just right in their intended markets. That’s what customers expect. Doing so presents a real industrial challenge. If you try to produce a broad range of products using dedicated lines — each optimized for a single model — you quickly find yourself stuck with massive inventories, high fixed costs, and underutilized equipment. That’s the mass production trap: choosing between customer variety and operational viability. Lean shows you how to do it — but only if you approach the problem differently from the start. To deliver variety at scale without waste, you need to design your products so they can be built flexibly — on the same lines, by the same people, in the same sequence, at the same takt time. This means the differences between models are engineered upstream in ways that do not disrupt downstream flow. It requires discipline in architecture, shared parts, common processes, and the ability to solve the hard engineering problems early on. In short, lean manufacturing can only succeed if it is backed by lean engineering. You can't solve the problem of complexity on the shop floor if you've already designed products that can't flow together. Trying lean without lean engineering is like trying to run a marathon in ski boots — no matter how hard you train, you’re not going to get far. #LeanIsAwesome

55

4 commentaires

I had the privilege of presenting our new research on Strategy Champions with Alejandro Krell at McKinsey’s Global Strategy Summit in Brooklyn this week. Key findings from our research: - Only one in five leaders say their strategy meets a high bar today (down from ~one third 15 years ago), as complexity and uncertainty have risen - The Power Curve is getting steeper: the top-quintile companies capture almost all the economic profit, and the gap vs. the bottom has doubled - Strategy Champions are differentiated by muscles across all 12 of our building blocks of strategy design, mobilization, and execution - Their ability to mobilize - handshake strategic choices to great leaders, create pull, translate strategy to plans and re-allocate resources, and embed into budgets - most sets them apart - Their strategies have looked different, including being more likely to feature programmatic M&A, digital transformation, and big growth bets Three highlights from conversations I had with CEOs and strategy executives at the Summit: - Viewing mobilization as a core function of robust, creative strategy is a powerful unlock; it's time to retire the 'strategy vs execution' mindset - Active investment into the strategy skills of our current and future leaders is needed, especially if we want them to leverage AI's potential for advantage and not simply defer to its answers - There is more signal in the noise than we think, as long as our organizations are set up to sense it, amplify it, and act on it If you’re building your own Strategy Champion muscles, our article and podcast lay out the playbook. Links in the comments.

116

3 commentaires

New McKinsey research shows a consistent pattern: CEOs almost always rate their performance higher than their boards and teams do. It’s a version of the Lake Wobegon effect at the top, and it creates blind spots that can quietly undermine even the most seasoned leaders. Our upcoming book, ‘A CEO for All Seasons’, draws on data from CEOs, as well as their direct reports and board members, to reveal where leaders often misjudge their impact, and offers tools to realign, refocus, and succeed at every phase of the journey. I invite you to read an excerpt from the upcoming book: https://lnkd.in/gAqnKzcb #CEO4AllSeasons

38

10 commentaires