In my January article published in Corporate Investment Times, the starting point was a simple but uncomfortable observation: the world feels a bit upside down right now. Geopolitical tension, supply shocks, currency volatility, and market uncertainty are no longer isolated disruptions appearing one at a time. They are layered, overlapping realities that leaders are navigating simultaneously—often without precedent, clear pathways, or reliable forecasts to guide them.
The article, When the World Tilts, is not about prediction. It is about how organizations function when stability disappears. It explores what it means to lead when conditions shift faster than planning cycles, and when yesterday’s assumptions quietly expire. Drawing on years of building, advising, and operating in unstable environments, the piece focuses on preparation, speed, and decision-making under pressure: how to move without panic, pivot without chaos, and act decisively when the ground is still moving.
What continues to stand out to me is that disruption does not only expose vulnerability—it also reveals possibility. Periods of instability create openings, particularly for smaller and more agile organizations willing to collaborate, think creatively, and move decisively rather than retreat into fear or rigidity. Opportunity in turbulent conditions rarely announces itself; it must be recognized and seized. That requires courage. And courage, in many ways, is the antidote to regret.
When conditions deteriorate, the instinct is often to pull inward—to conserve, protect, and wait. Yet history consistently shows that progress accelerates when leaders move toward one another rather than away: sharing perspective, aligning across boundaries, and building solutions that extend beyond organizational silos. In moments of uncertainty, clarity, trust, and disciplined execution matter far more than bravado or posturing.
I am grateful to Corporate Investment Times for creating space to speak candidly about uncertainty—without softening its edges—and for emphasizing how leaders can respond with intention rather than reaction. Volatility is not a temporary phase leaders endure before normalcy returns. It is an operating condition of modern leadership. The question is no longer how to avoid it, but how to lead effectively within it.
When the World Tilts is ultimately about orientation: how organizations maintain direction when external reference points shift. Stability may be elusive, but purposeful action does not have to be.