As leaders, we strategize to make sure that we are fit for the future. It's almost like an insurance against irrelevancy. And historically, strategy has been all about two questions. One is, where do we want to play? And the other one is, how do we win? What we'll try to convince you is that forward-looking leaders trying to take their organizations from good to great to awesome, in order to do that, we need to start asking ourselves new questions. And let me start by sharing with you the one conversation that got us curious as to what are those new questions. About six months ago, I was drinking coffee with a friend of mine, Bjarke Engels. He's the founder of BIG, he's an architect, he's an entrepreneur. And we were having coffee at his houseboat, sitting on the deck, in the sun, overlooking the opera in Copenhagen Center. Really nice. And Bjarke was sharing with me this vision that he's been working on. And when he did that, it kind of sat in me and it still sits in me. He has been asking himself the following question. Who makes the plan for how we can get to 100% sustainable human presence on the planet, with enough breathing space for 10 billion people in 2050? Who thinks this through, top-down? And he realized nobody does that. So they identified 10 areas, 10 vectors in which we have to crack critical challenges. And they curated all the existing technologies we have to figure out if we could get to carbon neutrality. And they realized, yes, we can totally do that. So what Bjarke was actually doing was, he was applying the craft of an architect. They make a master plan for a house, they can make a master plan for a block, they make a master plan for a city. And he applied that at the scale of the planet. And they call it the master planet. The master plan for the planet. And while he was sharing this with me, I couldn't help thinking, what's going on here? And it was as if Bjarke was allowing himself to look at BIG, his beloved company, as a minimum viable product. He was allowing himself to imagine a second founding of BIG. Thinking about what could we possibly do with the capabilities we have today. And extreme courage to imagine the future for BIG. About two weeks later, I was at a meeting in Copenhagen together with Thomas Thune Andersen. He's the chairman of Örsted. And we were at that meeting, it was raining. I had a car, he was waiting for a taxi. I offered him a ride. And he jumped in. And I couldn't help sharing with him this recent conversation I've had with Bjarke. And immediately he started talking about the transformation that Örsted has been going through. Actually by Howard Business Review voted as one of the ten most profound transformations in the last decade. Turning DONG, this oil and gas company into Örsted, this 100% sustainable energy company. In fact Örsted used to be, or DONG used to be one of the most carbon intensive companies in Europe. And they turned it into now recently nominated as one of the most sustainable companies on the planet. And Thomas shared with me that at some point in that transformation, they started asking themselves, Why don't we kill our core business and build an entirely new company? And when he said that, it was almost like an epiphany moment for me. I was thinking back at the conversation I had with Bjarke. Once again, a leader showing courage, holding space for a conversation, a conversation around a second founding of a great company. So fueled by that and those conversations, we gathered a bunch of colleagues to talk about this. We both talked about what would a second founding of Implement look like? And we also talked about what are the tectonic shifts that are happening here that are worthwhile looking at? And a good place to start is to go to the World Economic Forum. Because why? That's where leaders from everywhere in the world go to figure out what do we need to look at? And this year in Davos, it was very, very clear that one thing stood out. Humanity is facing a series of unprecedented systemic challenges. In fact, we are in a COVID crisis within a broader crisis, specifically with the manmade climate change turning into an emergency situation. But as a matter of fact, with a handful of crisis being existential. So crisis written all over it, that's a shift. A second shift we experienced was that our notion of stakeholders is changing. For the first time ever, stakeholders, broadly speaking, are as important as shareholders. And historically we've said the business of business is business. We focus on shareholders, profitability, growth, and so on. But suddenly the planet as a stakeholder is pushing CSR and sustainability and purpose work to the center stage of how we strategize. And we see investors migrating to ESG funds and investors asking new questions. But maybe most importantly, what about us? What about our role in all of this? And a couple of facts that are quite interesting. For the first time ever, business is considered the only institution that's both competent and trusted to deal with these systemic challenges. As a matter of fact, 66% of citizens expect CEOs to take a lead in this. 86% expect CEOs to speak up. And 60% consider a higher urgency now than just one year ago. So the world is looking at us to propel not just business and the economy, but actually propel society forward. So if we're going to take a new role, if we're going to come up with new answers, I guess we need to ask new questions. And we need to look for questions that unlock the imagination and the courage that we experienced with Bjarke in Big and Thomas in Örsted. So we went and discussed and tested and probed different questions to see what they could do in these conversations. And we found out that one question had a transformational impact when handled well. And that was, what is the biggest worthwhile problem we could be part of solving? How do we connect our craft to a worthwhile problem? Because when we glue our craft to a worthwhile problem, we experience this pull of meaning and engagement both with employees but also with the external environment. So we suggest that you ask this question in your own company. And what happens when we zoom out and look at these systemic problems? We realize that they are complex and they are systemic in nature, which means that none of us can solve them alone. We need to solve them in an ecosystem. And there are companies that are pioneering this way of being in the world. As an example, we have Unilever. They decided to engage 65,000 suppliers to fix the plastic challenge of retail. They decided to carbon label 70,000 products to tell me as a consumer what's the tax we put on the planet every time we buy this product and consume it. But also to inspire other organizations to do the same. We can look to Novo Nordisk. They decided to build a global supply chain for recycling diabetes pens so they don't end up in landfills. They decided that you can no longer be a supplier for Novo Nordisk unless you use green energy by 2030. Organizations that by choice choose to take a catalytic role. And that led us to the second question that has a transformational perspective. That being, how might we take a catalytic role in creating collective action? Where do we have potentially a superpower, a voice, capabilities that could inspire others and make others more capable? And what's the message here for us? What does it mean to how we future fit our organization? How is the playbook for strategy being rewritten? And as I said in the beginning, historically, strategy has been centered around two questions. Where to play and how to win. Very finite questions that has to do with winning. Born in the era of from good to great. What we are suggesting is that what might differentiate the good from the great, from the awesome companies of the future, might be the ability to twin these two finite questions with these two infinite questions that has to do with how do we change the game? How do we propel also society forward in a positive manner? And skeptics might be thinking now, you know, I'm not the CEO. So I don't make the strategy. But we need to remind ourselves that, you know, in a modern organization, change can come from anywhere. As a matter of fact, if you are in a vanguard company, you would encourage everyone to act like a leader. And I guess you could say that society is saying, please unmute. Please have the courage to lead. Speak up. Speak up. Speak up. Speak up. Speak up. Speak up.