View From The Top
Rajesh Khanna,
President,
Vantedge Search
The leaders we speak with each week are confronting a reality that is clearer in practice than in theory: innovation is no longer a function of ambition alone. It now sits at the intersection of technology acceleration, regulatory fragmentation, geopolitical pressure, and a workforce that expects progress to mean something. This month’s cover story examines that shift — how innovation falters when organisations rely on optimism instead of discipline, and how durability, not disruption, is becoming the defining measure of progress. The forces shaping innovation today demand more than speed. They require design that anticipates volatility, ethics that guide judgment, and structures that allow teams to create under constraint.
Across this edition, that theme repeats. Our expert perspectives show how innovation succeeds only when it is embedded into culture, governance, and systems — not added on top of them. The career section outlines the capabilities leaders will need to stay ahead as accountability rises and complexity multiplies. And the CEO and C-suite movements reveal how boards are recalibrating for resilience and credibility in equal measure. The organisations that will lead the next decade are not the ones chasing novelty, but the ones building the conditions for innovation to endure.
Why Innovation Falters, and What It Takes to Stay Ahead
Innovation used to thrive on stable assumptions: open markets, predictable regulation, and global scale. That landscape is shifting fast. Today’s leaders are navigating strategic trade, fast-moving compliance, geopolitical friction, and a workforce with different expectations of purpose and impact.
Innovation now requires more than technical breakthroughs. It must operate within tighter constraints – the friction between ambition and environment.
Technology Acceleration
AI and automation are outpacing the speed at which organizations can absorb them. The challenge isn’t finding new tools; it’s choosing the right ones and integrating them without undermining judgment, ethics, or business continuity. For leaders, innovation now hinges on discernment as much as discovery.
Regulatory Fragmentation
Data privacy, antitrust rules, and environmental standards vary widely across markets. Compliance has moved from a checkpoint to a design requirement. Innovating responsibly means building products and processes that can withstand shifting regulatory lines, not scrambling to retrofit them later.
Geopolitical Volatility
Supply chain constraints, resource nationalism, and protectionist policy have made localization unavoidable. Innovation strategies that once scaled globally must now be adaptable enough to function in fragmented regional systems. The differentiator is not reach, but reconfigurability.
Generational Realignment
Today’s workforce expects progress to be aligned with meaning. Innovation that overlooks transparency, inclusion, or environmental impact loses credibility internally. Leaders now balance ambition with authenticity because innovation succeeds only when people believe in why it matters.
These forces define the new innovation climate. Optimism alone is not a strategy.
From Experimentation to Endurance
The next challenge for leaders is building innovation durability, or the ability to stay creative under constraint and make progress even when conditions shift.
Three disciplines support this shift:
- Design for Volatility
Volatility is now the baseline. Instead of building systems that resist disruption, organizations need structures that absorb it: modular models, flexible capacity, and scenario-tested plans that allow innovation to bend without breaking.
- Integrate Ethics with Strategy
Speed to market is no longer enough. The real test is whether innovation strengthens trust. Bringing ethical considerations into the earliest stages of decision-making reduces reputational risk and signals maturity; in other words, this implies innovation as stewardship, not spectacle.
- Protect Time as a Strategic Asset
Creativity needs space, and space is often the first casualty of operational pressure. Leaders must carve out time for exploration, reflection, and iteration: fast in execution, patient in learning. Without protected time, innovation becomes reactive rather than renewing.
The Leadership Imperative
Innovation resilience starts at the top. The CEO’s role has shifted from encouraging innovation to creating the conditions that sustain it.
That means:
- Shielding long-horizon work from short-term budget swings,
- Aligning governance models with curiosity rather than control; and
- Converting experimentation into measurable contribution.
Effective leadership here is less about vision statements and more about directing organizational energy — where attention goes, how teams recover from setbacks, and how learning translates into renewal.
When leaders lose focus, innovation becomes noise.
When they stay disciplined, innovation becomes momentum.
Avoiding the Innovation Mirage
The biggest risk today is mistaking activity for progress. Hackathons, incubators, and pilots create visibility, but not necessarily value.
Innovation only compounds when every experiment connects to a broader loop: insight → design → execution → feedback → adaptation.
When that loop is intentional and visible, innovation evolves. When it isn’t, innovation becomes episodic — exciting, but unsustained.
Innovation in an Age of Accountability
Innovation used to be measured by output: launches, patents, business lines. Now it is increasingly measured by impact: what it solves, what it improves, and what it sustains.
Boards want to see innovation tied to governance and long-term value. Employees want innovation that aligns with values. Customers want innovation that enhances well-being, fairness, and trust.
Success is shifting from “what’s new” to what endures.
Conclusion
Every organization has a rhythm — a pace at which it can absorb change without losing coherence. Innovation falters when that rhythm is misunderstood. Some companies push faster than they can support; others slow down until relevance slips away.
The next era of competitiveness will belong to leaders who manage that tempo with clarity, knowing when to accelerate, when to stabilize, and when to create space for renewal.
The goal is not constant reinvention but sustained creative capacity. Innovation lasts when discipline and imagination move together.
For more information on Vantedge Search, please contact us. We look forward to hearing from you.
Expert's Corner –
What's Trending?
Insights from Industry Leaders on Building Innovation That Endures
Innovation rarely succeeds in isolation. These perspectives from global leaders show how transformation depends on cultural clarity, digital intelligence, and the discipline to turn ideas into enduring systems.
Stanislav Markovich, engineer and member of the Institute of Electrical and Electronics Engineers
With two decades in high-stakes construction, including top stints at JD Development Group and SG Cunningham, and multiple patents to his name, Stanislav Markovich has seen firsthand why even well-conceived innovations falter during implementation. In his interview with CEO World Magazine (Oct 2025), he noted that innovation often fails because it is introduced as a surface enhancement rather than integrated into the project’s structural design. From modular construction to automation, many technologies promise efficiency but collide with regulatory and operational constraints once deployed. Markovich’s approach — embedding innovation into legal, financial, and technical planning from day one — has helped reduce disputes and delays on multimillion-dollar builds. His experience highlights a broader truth: sustainable innovation depends not only on invention, but on systems built to carry it.
Martin Waters, CEO, Victoria’s Secret & Co.
Martin Waters believes that true innovation begins with the willingness to confront what no longer works. At Victoria’s Secret, he is leading one of the most complex reinventions in retail: shifting the brand from outdated ideals toward inclusive, empowered storytelling. For Waters, this transformation is not a marketing exercise but a cultural redesign that places customer experience, digital commerce, and data-informed merchandising at its core. His approach reflects a belief that innovation is sustained by clarity and transparency, which covers facing hard truths, rebuilding trust, and designing systems that adapt to changing values. By aligning vision with authenticity, Waters demonstrates how legacy businesses can modernize from within and remain relevant in a world defined by rapid social and digital evolution.
Michael Johnson, Chairman and CEO, Herbalife Ltd.
Michael Johnson is leading a global transformation at Herbalife with a clear mission: to reposition the brand in a digitally connected, wellness-conscious world. Having previously guided significant company growth, he has returned with a strategy that leverages AI to track customer health metrics and personalize product experiences. Johnson’s leadership reflects cultural intelligence and an understanding of regional adaptability. Under his direction, innovation extends beyond products to include supply-chain optimization, digital distributor training, and data-driven customer journeys. His global mindset demonstrates how organizational renewal can be achieved through customer empowerment and agile, technology-enabled operations.
Source: Top 10 CEOs Driving Innovation Across Diverse Industries in 2025
Executive Movements:
Leadership Transitions & Strategic Pivots
CEO Movements
The BBC has accepted the resignations of Director General Tim Davie and CEO of News Deborah Turness following concerns over editorial handling in a Panorama documentary aired ahead of the 2024 U.S. election. The departures come as the broadcaster faces scrutiny and potential legal action from representatives of President Donald Trump, who allege that the program misrepresented his remarks in a way that appeared to link him to the Capitol Hill riots. The BBC Board has acknowledged an “error of judgement” and is expected to outline next steps in the coming days.
Diageo has named former Tesco chief Sir Dave Lewis as its new CEO and Executive Director, effective January 1, 2025. He succeeds Debra Crew, who stepped down in July, with CFO Nik Jhangiani serving as interim CEO in the meantime. Lewis, known for his turnaround leadership at Tesco and Unilever, joins to steer Diageo through shifting consumer trends and drive renewed growth across its global brands.
Britannia Industries has announced the abrupt exit of long-time CEO Varun Berry, ending his 13-year tenure at the FMCG major. Rakshit Hargave, currently CEO of Birla Opus, will assume charge as Managing Director and CEO from 15 December 2025, while N. Venkataraman serves as interim CEO. The board accepted Berry’s resignation effective 10 November 2025.
XCF Global has named former Neste U.S. President Chris Cooper as its new CEO and Board Director, effective November 7, 2025. Cooper, a seasoned energy-transition executive with experience at Chevron, Phillips 66, and BGN, will lead XCF’s next phase of growth in the sustainable aviation fuel (SAF) market. Wray Thorn becomes Interim Board Chair, with Randy Soule joining as Senior Operations Adviser to support execution and expansion.
Ball Corporation has appointed Ronald J. Lewis as Chief Executive Officer and Board member, effective immediately, succeeding Daniel W. Fisher. Stuart A. Taylor II has been elected Chairman of the Board, and Daniel J. Rabbitt becomes Chief Financial Officer after serving in the role on an interim basis. The appointments mark a new chapter in Ball’s 145-year history as it continues to drive growth and innovation in sustainable aluminum packaging.
UK’s digital bank Monzo has appointed former Google executive Diana Layfield as its new CEO, succeeding TS Anil, who will move into an advisory role. The leadership change signals Monzo’s intent to drive global expansion, including renewed efforts to secure a U.S. banking license and a potential £5 billion share sale to boost growth.
Bridgestone Corporation has announced that Yasuhiro Morita will become its Global CEO starting January 1, 2026, succeeding Shuichi Ishibashi, who will retire at the end of 2025. Ishibashi will also step down from the board following the company’s March 2026 shareholders’ meeting.
JLL has appointed Alexandra Bryant as CEO of Value & Risk Advisory, leading the firm’s shift toward AI-driven valuation services. With over two decades at JLL across global markets, Bryant will focus on integrating real-time data and technology to enhance valuation and risk insights.
Fannie Mae has named Peter Akwaboah, its current COO, as Acting CEO, succeeding Priscilla Almodovar. The company also promoted John Roscoe and Brandon Hamara to Co-Presidents, strengthening its leadership team as it focuses on operational excellence and growth.
Mobavenue has appointed Ben John, VP of Engineering at Microsoft AI, to its Advisory Board. In his new role, Ben will advise on AI-driven innovation, deep-tech architecture, and global go-to-market strategies to accelerate Mobavenue’s growth and industry impact.
CFO Movements
- Lineage names Robb LeMasters as Chief Financial Officer.
- PayPal appoints Jamie Miller as CFO.
- Ball Corporation has appointed Daniel J. Rabbitt as its new Chief Financial Officer (CFO).
- Hexagon Composites ASA announced that Chief Financial Officer David Bandele has stepped down to pursue opportunities outside the company, effective November 11, 2025. Eirik Løhre serves as interim CFO.
- Orion S.A. has appointed Jonathan “Jon” Puckett as Chief Financial Officer, succeeding Jeff Glajch effective December 1, 2025.
- NatureSweet® has appointed Paul Bonvehi as Chief Financial Officer to support the company’s growth and transformation initiatives.
CIO/CTO Movements
- OpenText has appointed Sanket Atal as Senior Vice President of Engineering and Country Head for India.
- Intel has named CEO Lip-Bu Tan to lead its artificial intelligence strategy following the departure of CTO Sachin Katti, who has joined OpenAI.
- Concentra® has appointed Jason Cooper as Chief Data, Analytics, and Artificial Intelligence Officer to lead enterprise data strategy and innovation initiatives.
- Maris-Tech has appointed Hananya Malka as Chief Technology Officer, succeeding Magenya Roshanski, to drive innovation in AI-powered video edge computing.
- PayPal has appointed Archie Deskus as CTO, strengthening its executive team.
Insights: Inferring the why
The recent CEO movements across industries reveal how organizations are recalibrating for resilience, accountability, and future growth. The underlying trends point to boards prioritizing trust, transformation, and strategic clarity in a fast-changing global landscape.
Five emerging themes shaping leadership shifts:
- Accountability and reputation are increasingly driving leadership change.
Recent exits highlight how missteps in judgment, ethics, or communication can quickly trigger leadership turnover, reinforcing the rising expectation for transparency and responsible governance. - Boards are turning to turnaround specialists.
Companies facing soft performance or shifting market dynamics are seeking leaders with proven track records in operational discipline and brand revitalization. - Succession gaps remain a critical vulnerability.
Abrupt exits continue to expose where succession planning falls short, emphasizing the need for proactive internal pipelines and leadership continuity strategies. - Sustainability and transition expertise are gaining prominence.
Organizations navigating decarbonization, regulatory shifts, and stakeholder pressure are increasingly led by executives fluent in sustainability, transformation, and systems thinking. - Technology acumen is now a core leadership competency.
As AI, data, and automation redefine value creation, boards are prioritizing leaders who can align innovation with business strategy and operational execution.
In sum:
The latest wave of CEO transitions signals a shift in what defines strong leadership, away from continuity for its own sake, toward leaders who embody adaptability, foresight, and credibility in equal measure.
Staying Ahead of the Curve
In a world where innovation is both opportunity and pressure test, CEOs can only stay ahead by evolving how they think, decide, and recover. These five priorities reflect the capabilities leaders need to navigate sustained transformation.
- Strengthen Strategic Agility
The modern CEO must shift seamlessly between long-term direction and near-term execution. The real skill is reallocating focus, capital, and talent quickly, without losing strategic coherence.
- Build Systems Intelligence
Innovation doesn’t happen in silos. Leaders who understand how technology, culture, governance, and markets shape one another can spot risks earlier and scale ideas more effectively.
- Develop Ethical Clarity
As AI and data influence more decisions, ethics becomes a strategic differentiator. Leaders who anticipate the societal impact of innovation protect credibility and avoid regulatory or reputational drag.
- Lead for Renewal, Not Endurance
Modern organizations can’t innovate on exhausted teams. CEOs who manage energy — their own and their organization’s — enable recovery, resilience, and sustained creative output.
- Expand Cross-Border Awareness
Geopolitical and regulatory shifts now shape market opportunity. CEOs who maintain nuanced, global awareness make better calls about risk, allocation, and timing.
Conclusion
Career progression at the top is no longer defined by scope but by adaptability. The CEOs who thrive will be the ones who evolve their own thinking as quickly as they reshape their organizations.