Transformation is no longer a project with a distinct beginning, middle, and end—it's the water leaders swim in. For leaders, the ability to lead through perpetual transformation has become mission critical. 

In this episode of Leadership Lounge, we talk to four of our trusted advisors—Bob Marcus, Hetty Pye, Sean Dineen, and Alain Ishak—who share their perspectives on: 

• How to build cultures that thrive on continuous change without burning out teams 
• The evolution from decision-maker to enabler and why this identity shift can be psychologically challenging for leaders 
• What "AI-ready leadership" looks like and how to move beyond the pilot phase 
• The balance between top-down conviction and bottom-up creativity in transformation efforts 

"Organizations change when people change, and people change when leaders change. Leaders need to role model and project the changes they want to see in the world." 

Bob Marcus, Leadership Advisor, Russell Reynolds Associates 

Four things you'll learn from this episode: 

1. The most effective leaders maintain a consistent, compelling vision while demonstrating tactical agility—providing direction and stability even when the path forward requires continuous course correction. 
2. Leaders must flex different muscles and manage competing polarities depending on context to effectively spearhead transformation—sometimes leading from the front, sometimes from behind, balancing disruption with pragmatism. 
3. The shift from expert decision-maker to enabler requires leaders to accept that their value comes from asking better questions, rather than having all the answers. 
4. Organizations can have the best technical infrastructure, but without leaders who embrace AI and role model its use in strategy, decision-making, and operations, transformation efforts will fall flat. 

In this episode, we will cover: 

(00:00:08) Why traditional five-year roadmaps no longer work in today's accelerated business environment  

(00:03:03) What perpetual transformation means and why it's become critical for survival 

(00:06:52) Why leaders must view C-suite colleagues as their first team. 

(00:08:36) The importance of productive conflict and unified decision-making 

(00:11:30) Why culture change is 70% of transformation success 

(00:13:18) What AI-ready leadership looks like in practice 

(00:15:42) How to move beyond the AI pilot phase 

(00:17:27) Strategic disruptors and their role in challenging the status quo 

A closer look at the research from this episode: 

• Strategy Decode and Activation, Russell Reynolds Associates, 2025 

While the terms “uncertainty” and “volatility” get thrown around a lot, they certainly describe what’s going on now in global markets, especially when it comes to private equity. In this episode of Redefiners, Clarke Murphy and Marla Oates talk with Bain Capital Co-Managing Partner John Connaughton to get his take on leading through change.  

As someone who has successfully managed through several periods of volatility during his more than 36-year career with Bain Capital, John takes us through how he’s been able to look past current unpredictability with an eye towards the long term. He shares tips and key learnings on how to increase adaptability and agility across the firm, including AI adoption and transformation. He talks about recruiting and retaining top talent, and the top traits he looks for in leaders. Plus, he shares his thoughts on how universities can help redefine the skills needed for next generation leaders to excel in a rapidly changing world. 

We'll also hear from Chris Davis, a leadership advisor in our New York City office, who will discuss the critical leadership traits financial services CEOs need to master AI transformation.  

Four things you’ll learn from this episode: 

1. How to find and keep the best talent, including the top traits to look for in leadership 
2. How to build resilience and adaptability in teams to deal with uncertainty and change 
3. How technology and AI impacts investment strategy and growth 
4. How educational institutions need to redefine what skills will be needed in a rapidly changing world

The world has gone through several technology transformations in the past 30+ years. From the launch of the Internet to the rise of mobile, cloud computing, digital transformation, and now AI transformation. In our second live recording of Redefiners, Clarke Murphy goes in-studio at Goldman Sachs to talk with someone who’s been through it all and continues to lead through change. 

As CIO at Goldman Sachs, Marco Argenti is redefining how business is done with the help of AI at one of the world’s leading financial services firms. Marco takes us through his career in tech leadership roles at AWS, Nokia, and now Goldman Sachs, and shares his key lesson of focusing on the “why” before figuring out the “what” and the “how” when it comes to creating IT solutions. He discusses the three leadership skills that are critical when it comes to AI and how to balance the pace of AI business adoption with employee demands for faster change. He also talks about his commitment to cancer research and how AI will be a game changer when it comes to accelerating both research and new treatments. 

We'll also hear from Jennifer Flock, a leadership advisor in our Paris office, who explores what it takes for leaders to build transformation capabilities that last. 

Four things you’ll learn from this episode: 

1. How to manage the pace of change and growing expectations of AI 
2. What are the key business challenges AI is helping to solve now and how will that evolve in the near future 
3. How leaders need to redefine how they manage a hybrid workforce of people and AI agents and how to create a cross-functional approach to AI across the C-suite  
4. How AI is accelerating cancer research and treatment 

If you enjoyed this episode, you might also like these Redefiners episodes: 

• The Only Certainty Is Change: Nasdaq CEO Adena Friedman on AI, Innovation & Market Evolution 
• Leadership Lounge: Unleashing AI’s potential: Are you ready to lead the charge? 
• AI or Die: A Conversation with Coveo Chairman and CEO Louis Têtu 
• Leadership Lounge: How to Future-Proof Your Leadership 
• Exploring the Art of Possible with Google and Alphabet President and Chief Investment Officer Ruth Porat

Today, leaders are working side-by-side with up to five different generations. This creates both significant challenges and unique opportunities for building cohesive, high-performing teams. 

In this episode of Leadership Lounge, we talk to three of our trusted advisors—Kat Armstrong, Paco Ruiz-Maza, and Michelle Mion—who share their perspectives on: 

• The leadership behaviors that foster truly inclusive multi-generational cultures 
• How to manage productive conflict that arises from generational differences 
• Effective cross-generational knowledge sharing strategies, including mentoring and shadow boards 
• How emerging leaders develop critical thinking skills alongside AI adoption 
• How to navigate the tension between preserving legacy and embracing innovation 

"It's managing conflict, not avoiding conflict. An adequately managed conflict, dispute, or conversation can be highly productive and enlightening for both sides." - Paco Ruiz-Maza Leadership Advisor, Russell Reynolds Associates 

Four things you'll learn from this episode 

1. Curiosity drives collaboration. Leaders who cultivate open dialogue and demonstrate genuine curiosity about different perspectives create environments where feedback flows freely in all directions, enhancing productivity across generations. 
2. Productive conflict is powerful. Rather than avoiding generational disagreements, effective leaders create channels for constructive conflict by parking formal hierarchies and viewing disagreement as an opportunity for innovation. 
3. Knowledge sharing works both ways. Innovative approaches like shadow boards and ‘skip meetings’ create valuable exchanges where both younger and more experienced team members learn from each other's unique perspectives and expertise. 
4. Balance AI with human judgment. While 86% of leaders are implementing AI, ensuring emerging leaders develop foundational critical thinking skills remains crucial—AI enhances but cannot replace human expertise and judgment. 

Born in France almost 50 years ago, Decathlon has grown into the world’s largest sporting goods retailer with over 1,700 stores in more than 70 countries. On today’s episode of Redefiners, Simon Kingston is joined by our new co-host, Marla Oates, as they sit down with former CEO of Decathlon Barbara Martin Coppola. 

Barbara takes us through her globe-hopping journey in leadership roles across several industries, including technology, home furnishings, food delivery, and consumer electronics before she came to the CEO role at Decathlon. She talks about the need for a clear North Star to enable transformation, creating a culture of innovation, driving a circular product strategy, and redefining Decathlon’s customer experience in-store and online. Plus, as a member of the board of directors at INSEAD, she shares her insights on how educational institutions’ next generation leaders need to redefine what skills will be needed in a rapidly changing world. 

We'll also hear from Pam Fitzpatrick, Global Head of Sustainability at Russell Reynolds Associates. Pam will discuss key insights from our 2024 Sustainability Report and the commitments we’ve made as a firm. 

Four things you’ll learn from this episode: 

1. How a North Star and guiding purpose can shape overall business strategy and leadership development 
2. How to build a culture of innovation while maintaining a clear vision of quarterly, annual, and longer-term goals 
3. How a circular product strategy impacts product life cycle from design and distribution through end of life 
4. How educational institutions and young people need to redefine the skills needed in a rapidly changing world 

If you enjoyed this episode, you might also like these Redefiners episodes: 

• Paws, Purpose & Profit: A Conversation with Pets at Home CEO Lyssa McGowan 
• Leadership Lounge: Beyond Handshakes – How to Build Trust and Transform Executive Team Performance 
• Unpacking Leadership Lessons with Marriott International President and CEO Tony Capuano 
• Leadership Lounge: What do top-performing teams have in common? 
• Outwork the Competition: Jordan Brand’s Winning Strategy with President Sarah Mensah 
• Leadership Lounge: How to develop your personal leadership brand 

Identifying and developing the next generation of leadership talent is critically important. No decision will have a bigger impact on the performance of an organization and its enduring legacy. Yet, many leaders struggle with effective succession planning.  

In this episode of Leadership Lounge, we talk to three of our trusted advisors—James Diggines, Rebecca Slan Jerusalim, and Stacey Shapiro—who share their perspectives on: 

• The critical first steps CEOs should take to build effective succession processes 
• How to spot leadership potential beyond the obvious candidates 
• Common succession planning mistakes that can derail organizations 
• Strategies for keeping unsuccessful candidates engaged and motivated 
• How succession decisions can transform organizational culture   

"Too often succession is really a check the box exercise at a critical point in time, as opposed to having a long-term focus."

Rebecca Slan Jerusalim, Leadership Advisor, Russell Reynolds Associates 

Four things you'll learn from this episode: 

• Timing is everything in succession planning. Start succession planning as soon as you step into a new leadership role. The longer the duration, the easier it is to develop internal talent. 
• Succession isn't replacement—it's development. Effective succession encompasses long-term talent development. Organizations must actively identify and invest in key talent year-over-year. 
• Keep your talent pipelines broad and dynamic. Resist the urge to quickly converge on one or two candidates. Business conditions shift, and what you need in a leader today may differ dramatically from what you need tomorrow. 
• Transparency builds loyalty. When succession decisions are made, providing clear feedback and development opportunities to unsuccessful candidates can retain crucial senior talent.

A closer look at the research from this episode: 

• Board Culture and Director Behavior Study | Russell Reynolds Associates 
• Global CFO Turnover Index | Russell Reynolds Associates Russell Reynolds Associates 
• Global CHRO Turnover Index | Russell Reynolds Associates Russell Reynolds Associates  
• SHRM Succession Planning ROI Study | Society for Human Resources Management 

Many of us have heard the expression “doing good is good for business.” In this episode, Simon Kingston sits down with former MTV International Chairman and CEO Bill Roedy about how he put this concept into practice on a truly global scale. 

Bill takes us on his journey of how he redefined broadcast television, launching the most channels in television history with more than 200 global channels and 20 brands, including MTV, Nickelodeon, Comedy Central, and numerous others. He discusses how and why he started MTV’s Staying Alive Foundation, Suga, and other social responsibility initiatives to realize the ethos of “doing good is good for business.” And Bill shares his journey from West Point to MTV to GAVI and beyond.  

We'll also hear from Andrew White, a leadership advisor who specializes in executive assessment and development, who will discuss why curiosity and adaptability are essential leadership traits in today's business environment. 

Four things you’ll learn from this episode: 

1. Why doing good is good for business and how to achieve it at scale 
2. How to navigate the various challenges when launching a media startup 
3. How to deal with uncertainty and risk to realize global growth  
4. How to adapt a business background to serve in global non-profits and NGOs 

If you enjoyed this episode, you might also like these Redefiners episodes:

• Talking Transformational Leadership with RRA’s CEO Constantine Alexandrakis 
• Leadership Lounge: Boardroom Bound: How to Navigate Your Journey from Executive to Board Director 
• Action Creates Hope: A Conversation with IRC President and CEO David Miliband 
• Leadership Lounge: How to develop your personal leadership brand 
• The Business of Football with Los Angeles Rams COO Kevin Demoff 
• Leadership Lounge: Advice on when—and how—to weigh in on social issues

Today's senior executives operate in an environment where trust has never been more critical, or more fragile. According to the latest Edelman Trust Barometer, trust in business leaders is at an all-time low, with people's fear that business leaders are dishonest increasing by 12% in the last year. 

So, as a leader, how can you cultivate trust within your team and organization? 

In this episode of Leadership Lounge, we talk to three of our trusted advisors—Henryk Krajewski, Emmy Melville, and Ilana Abramowicz—who share their perspectives on: 

• How trust is evolving in today's fast-paced business environment 
• The specific behaviors that distinguish highly trusted executives 
• Practical strategies for building and rebuilding trust within teams 
• How to accurately assess trust levels rather than relying on gut feeling 

“Don’t take somebody else’s credit. If you make a mistake, you own it. You don’t bury somebody else.”

Ilana Abramowicz, Leadership Advisor, Russell Reynolds Associates 

Four things you'll learn from this episode:

1. Trust is built on consistency. You need to demonstrate that you can follow through on your promises and commitments, no matter how small. 
2. Trust isn’t something that’s nice-to-have in an organization. It needs to be intentionally built at a foundational level. 
3. Transparent communication is vital for trust—sharing relevant information openly, explaining decisions clearly, and being forthright about challenges creates a culture where trust can flourish. 
4. Trusted leaders give credit, own mistakes (even if minimal), and maintain confidentiality.  

In this episode, we will cover: 

• The four fundamental components that make up trust in the leadership context 
• Why trust should be a foundational priority rather than an afterthought 
• Why trust is critical for accelerating decision-making and enabling productive conflict 
• The ‘1% rule’ for initiating trust repair when relationships have fractured 
• The connection between trust and concrete business outcomes 
• How differing trust languages can create unintended barriers within teams 
• Why timing is critical in addressing trust breaches before they become permanent 

A closer look at the research from this episode: 

Edelman Trust Barometer  

How CEOs Can Build and Maintain a High-Performing C-suite | Russell Reynolds Associates 

The New CEO | Russell Reynolds Associates 

When it comes to global financial markets, the only certainty is the likelihood of uncertainty and change. The world is in a period of transformation on multiple levels fueled by AI and technology innovation, shifting economic policies, and infrastructure modernization. At the foundation of all of this transformation is the unrelenting need for long-term capital. 

In today’s special in-studio episode, Clarke Murphy sits down with a leader who’s not only deftly navigating her organization through change in her role as Nasdaq CEO, but she’s doing it all at the speed of global capital. Adena Friedman talks about Nasdaq’s evolution from the world’s first electronic stock exchange to its current role as a global technology company serving the broader financial system and capital markets. She digs into her career journey from intern to CEO at Nasdaq, how Nasdaq stays on the leading edge of technology and innovation, and how to compete for and keep top tech talent. And she discusses the $80 trillion investment opportunity to bring every society in every economy forward to face the realities of the world that we're living in today. 

We'll also hear from Tristan Jervis, a leadership advisor specializing in AI transformation, who will discuss the four critical steps CEOs can take to build AI-powered organizations. 

Four things you’ll learn from this episode: 

1. Adena’s personal story, career and leadership journey, and advice on how to navigate change and uncertainty 
2. What to do to take advantage of impending changes to the global economy  
3. How to nurture and grow a culture of innovation to stay ahead of disruption 
4. How Nasdaq competes for and keeps top tech and AI talent  

If you enjoyed this episode, you might also like these Redefiners episodes: 

• Talking Tough Decisions with TCW President and CEO Katie Koch 
• Leadership Lounge: How to Future-Proof Your Leadership 
• Elections, Geopolitics, and Global Business: A Conversation with Former President of the European Commission José Manuel Barroso 
• Leadership Lounge: Unleashing AI’s potential: Are you ready to lead the charge? 
• Private Investment Guru David Rubenstein Goes Public on How to Be a Successful Leader & Investor 
• Leadership Lounge: What do top-performing teams have in common? 

Today's board directors operate in a complex business landscape, balancing strategic guidance, technological innovation, and heightened governance expectations. They must provide critical leadership while navigating rapid change and increasing stakeholder scrutiny. 

So, as an executive, do you have what it takes to thrive in a board role? And how can you maximize your impact once you're there?

In this episode of Leadership Lounge, we talk to some of our trusted advisors—Maggie Benkert, Edward Mason, and Rusty O'Kelley—who share their perspectives on: 

• How to evaluate whether a board opportunity is the right fit 
• What board chairs are looking for in new directors 
• The behaviors that set exceptional board directors apart 
• How to build effective relationships with fellow board members 

"I advise clients and candidates to be really selective about taking a board role. You want to find an opportunity where you can add considerable value, but it's also developmental or stretching for you, and helps support you in your career." 

Ed Mason, Leadership Advisor, Russell Reynolds Associates. 

Four things you'll learn from this episode:

1. Be strategic and selective when pursuing board opportunities. Ensures it aligns with your career goals, skills, and values. 
2. Board selection committees value ‘T-shaped’ leaders who bring both breadth across strategic decision-making and depth in specialized focus areas. 
3. The most effective board directors demonstrate five key behaviors: sound judgment, constructive engagement, integrity, asking the right questions, and bringing independent perspectives. 
4. Don’t underestimate the importance of building strong connections with fellow board members. Small gestures can make a big difference.  

In this episode, we will cover: 

• What questions executives should ask themselves before pursuing board opportunities. 
• Three key things boards look for when appointing new directors. 
• The importance of speaking the language of governance rather than management during board interviews. 
• Practical strategies for building relationships with fellow board members. 
• How to maximize your contribution and stay effective throughout your board tenure. 

A closer look at the research from this episode: 

2025 Board Culture and Director Behavior Study, Russell Reynolds Associates