Let's talk Transformation : The business leaders podcast Podcast Por Suzie Lewis arte de portada

Let's talk Transformation : The business leaders podcast

Let's talk Transformation : The business leaders podcast

De: Suzie Lewis
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"Let's talk Transformation" is a podcast for busy yet curious leaders and executives who want to stay ahead of the curve and relevant in the age of AI. Join strategic yet practical conversations with experienced leaders ready to vulnerably share knowledge & learnings. You will be able to operationalise these insights and immediately apply with your team & peers to drive more inclusive & collaborative environments for sustainable transformation & innovation in the workplace and beyond. Hosted by Suzie Lewis, bilingual & bicultural, holding over 20 years of transformation experience in different sized organisations. Her approach is systemic, working on invisible dynamics to improve the quality & speed of decision making and creating a culture of learning. https://transformforvalue.comCopyright 2026 Suzie Lewis Economía Gestión Gestión y Liderazgo Liderazgo
Episodios
  • #182 A Blueprint for building healthier systems with Dr Larry Moss

    #182 A Blueprint for building healthier systems with Dr Larry Moss
    Aug 3 2026
    "It isn’t complexity or technical challenge or some mysterious forces that are keeping us from fixing American healthcare… It’s fear"The most talented individuals in high-stakes fields often reach a tipping point. They spend years honing technical skills, yet eventually realize that their expertise alone cannot solve systemic failures.Dr. Larry Moss spent 25 years in operating rooms, holding children’s lives in his hands, before realising that the American healthcare system itself was failing the patients it aimed to serve. We discuss his journey from surgical precision to executive strategy and his mission to create healthier futures for the next generation.Leadership is about moving away from the “heroic” surgeon model where one person controls every decision. In a large health system like the one Larry leads, success depends on leveraging the ideas and insights of thousands of employees. This is a difficult shift for someone wired for speed and precision. He admits that he is naturally impatient, yet he has learned that complex organizational change often moves at a pace that feels uncomfortable for those used to the immediate feedback of surgery.Systems thinking requires a different definition of success. If a leader owns all the decisions, the system becomes a bottleneck. This distinction between having a profound impact for very few people and having a significant impact for a huge number of people = complexity vs. volume, and is key in leveraging the momentum for transformation.Resilience is a concept often applied to individuals, but systems also possess a form of resilience. In the context of healthcare, this resilience can be a double-edged sword. When a system is doing the right thing, its persistence is an asset. When it is failing, that same persistence makes it incredibly resistant to reform. Breaking down these negative feedback loops requires leaders who are willing to act as change agents from within. They need to identify the leverage points in their own systems and use their agency to act on them.When you want to change a system, look at the incentives. If your team is struggling to innovate, ask yourself: Are you rewarding them for the outcomes you actually want, or for the volume of activity you’ve always tracked?The main insights you'll get from this episode are :Ensuring children’s health is safeguarding the health of the entire country, economy and future.The transition from surgeon to CEO involves opposing core traits; decisiveness, individual mastery and control vs. the collective in leadership.Surgical procedures require a good decision at the time instead of a better decision over a longer time.Leaders must leverage collective intelligence with patience and fortitude to see it through.Distinction between having a profound impact for very few people and having a significant impact for a huge number of people = complexity vs. volume.It is only possible to make a difference inside a system; childhood is the best lever to bring about change in health (which is not medical care) and society.Trust, close collaboration and partnerships are essential to bring all factors together to create health and have an enormous impact on a life trajectory.The massive changes desired by society start in childhood (birth to age 5) and small interventions early on have an almost immeasurable impact 50 years later.Complicated and untenable problems in complicated and untenable systems require (economic) incentives to solve them, and a different model to do so.Solutions are obvious if everyone has the same goal, but they generally fall foul of a lack of will and courage to do the right thing.The privilege of a key leadership role provides a platform to show what it possible and issue a challenge to others.Unifying values and basic principles must remain the same against the backdrop of a collective vision (why) with different ways to get there (what and how).Systems are inherently very resilient and tend to continue in their modus operandi; fine line between changing them and having a positive infrastructure.Children’s healthcare requires a core mindset shift to being stewards of child health and taking accountability for it.Scaling holistic change would improve things for millions of people in radical service of humanity.Human happiness is being an agent to make somebody/something better; senior leaders should not be afraid of complexity, technical challenges or doing things differently.Find out more about Larry and his work here :larrymossmd.comhttps://www.linkedin.com/in/r-lawrence-moss/https://www.nemours.org/For more information on this episode please visit www.transformforvalue.com/podcastTo carry on developing your leadership and building a relevant & high performing team, connect with me here : https://calendly.com/transformforvalue/connect
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    34 m
  • #181 Leadership Identity and Emotional Regulation in an AI World with Lena Thomson

    #181 Leadership Identity and Emotional Regulation in an AI World with Lena Thomson
    Jul 27 2026
    Modern leadership often feels like a race against an invisible clock. As organizations struggle with the rapid integration of AI and shifting market expectations, many executives find themselves physically present but existentially hollow. The traditional advice of taking breaks or setting boundaries is no longer sufficient. Leaders need a new approach to energy management that prioritizes their core identity over the constant pressure to perform - leaders are making more decisions than ever with less certainty and diminishing time. This exhaustion is not just a symptom of overwork; it is a signal of a deeper disconnect. Lena and I discuss how to use emotional regulation and human design to help leaders overcome exhaustion and reclaim their authentic power in the era of AI. The “strong leader” myth is a primary driver of modern burnout. AI will soon perform 95% of our cognitive data processing. Senior leaders often deny - or are disconnected from - their emotions, outwardly exuding strength for the benefit of others.If your leadership identity is built on being the “smartest person in the room” or the one who sees patterns first, you are at risk of an existential crisis. The new competitive advantage for leaders isn’t IQ. It’s consciousness and emotional regulation.We are taught to suppress emotions, wear a brave face, and act with unyielding certainty. But this self-preservation mask is exactly what leads to exhaustion.Lena Thompson highlights a critical reality: burnout isn’t just about what you do. It is about what you refuse to feel. When you stay in a job or relationship you have outgrown, that internal pressure compounds.The fix isn’t another week off or a better calendar app. The fix is cultivating a relationship with your emotions. When you pause and label your frustration or impatience, you create space, space where you can move speeds and where better decision live. Neuroscience suggests that our logical mind operates at just 5% of our potential. The remaining 95% is driven by subconscious patterns. If you only make decisions based on past data, you are destined to repeat the same predictable results. Human design can help executives understand their unique wiring. It’s not about labels or frameworks, but it’s about energy management.Some leaders are built to work in bursts. Others are built to create consistent output. When you try to force a different energy model onto your team, you foster burnout and stagnation.Try this strategy for this week:Spend five minutes every morning without a screen. Connect with what you actually want to experience that day.Stop checking your phone and start setting your intent.What is one “old behavior” you are trying to break this month?The main insights you'll get from this episode are :It is often possible to build mental and physical resilience without having any control of emotions.Senior leaders often deny - or are disconnected from - their emotions, outwardly exuding strength for the benefit of others.Burnout develops over time as internal pressure builds into illness, depression, collapse.In the absence of open discussion of burnout in organisations, human design helps people connect to their emotions and understand themselves, impacting relationships, optimising energy and aiding decision-making.Energy management and consciousness in the corporate world help provide a better ‘view’, enabling life to respond to energy as opposed to struggles.Energy also affects decision-making and is far more effective than basing decisions on (binary) logic that offers repeat solutions based on past data.We are driven by subconscious patterns and developing our intuition teaches us how to trust our impulses.Amidst the constant cognitive pressure to deliver, the power of pause is undeniable, particularly in the age of AI when everything is immediate.Sometimes it is better to make no decision; and making decisions with awareness creates space to make a different choice.Stopping and recognising/feeling emotions builds the capacity to hold more pressure and gives us power over our emotions.Scaling human design in the corporate world requires more conscious leaders, or a realisation that things have to change and current tools don’t work.There is no limit to what human design can do in the corporate world: elevating consciousness, bringing our best selves to work, allowing us to be authentic and free.Taking time in the morning to connect to how we want our day to be programmes our minds to focus on what we want and redirects our brains.Reflecting in the evening will offer insight into how our responses differ and require less energy.Find out more about Lena and her work here :https://www.linkedin.com/in/lena-thompson1/For more information on this episode please visit www.transformforvalue.com/podcastTo carry on developing your leadership and building a relevant & high performing team, connect with me here : https://calendly.com/...
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    33 m
  • #180 Incorruptible : maximising human flourishing with Eric Ries

    #180 Incorruptible : maximising human flourishing with Eric Ries
    Jul 20 2026
    What happens when a company built on trust and purpose faces the immense pressure of quarterly profits?Eric and I discuss why good companies go bad and explore the structural blueprint to keep your business mission-driven, soulful, and incorruptible for the long term. We go from story to story of human centric and purpose driven founders trying to combat the corrosive effects of financial gravity. We explore why “financial gravity” pulls good companies toward bad decisions and how leaders can protect their mission.The companies that last aren't the ones that avoid pressure. They're the ones that decided early what they would refuse to trade away. This is an ethical and a leadership question. One of organizational soulcraft, and it's one that every single person listening gets to answer in some small way. In order to build orgs that are truly strong we need to pay special attention to the exoskeleton that separates inside from outside - this is the art of organisational soulcraft — designing the deep structural foundations that give organisations strength - governance.This involves embedding values directly into the legal and structural foundation of a business. A central element of this blueprint is adopting a Public Benefit Corporation (PBC) status, which formally aligns the company’s purpose beyond simple profit maximization. We explore the importance of appointing mission guardians and utilizing board structures that ensure accountability to long-term goals rather than just quarterly financial reports. These mechanisms help protect the engine of value creation from outside interference.Modern business often relies on a set of “best practices” that, ironically, can destroy shareholder value. Bundling cost, short term thinking and choosing convenience over mission is still very much the status quo, even if there are people that believe otherwise. This is the downwards pull of financial gravityProfit should be redefined as the result of maximizing human flourishing. To sustain this, leaders must maintain a “culture bank” where every decision is an opportunity to make a deposit by acting in accordance with core values. The example of HEB, where a manager allowed customers to take necessary supplies during a power outage, illustrates how a strong internal culture empowers employees to act consistently without awaiting corporate permission. This operational coherence ensures that the company’s mission remains the guiding force in daily interactions.We all can and must act, and when individuals recognize they are not just victims of a system but are “traffic” within it, they can then reclaim the agency necessary to build and preserve truly meaningful organizations.It is time to move past the myth of shareholder primacy and stop chasing the market. We need to start building engines that can sustain themselves, organizations that create more value than they extract. The future of our economy depends on our willingness to design better, more soulful institutions.What is one structural change you could make this week to better protect your core mission?The main insights you'll get from this episode are :An incorruptible company must be structurally, intrinsically and permanently soulful.In the fiduciary hierarchy – customers, employees, shareholders – shareholder value is only created by serving the other two first.Building an ethos attracts loyalty to successfully grow a company, but the pull of financial gravity undermines this (i.e. making money without creating value).The golden goose is a recurring problem in our economy - systems should counteract human failings, not amplify them (i.e. kill the golden goose).The ability to operate the engine of a company is required to run it successfully; purpose-driven companies are proven to outperform others.Forces at work below the surface are experienced indirectly in a company but are very impactful and have a universal warping effect, e.g. ‘financial gravity’.The ‘art of organisational soulcraft’ = governance, but in accessible language to create the conditions to be incorruptible.Governance is foundational and the blueprint for the solution is composed of information that is widely available (but counter to shareholder primacy).A sound definition of profit is to maximise human flourishing, with leadership and operational techniques creating an aligned culture, a ‘culture bank’.The simple rule of a strong company culture is to only make deposits and never withdrawals from this culture bank.Trustworthiness is an asset with intangible value for customers; creating good stories becomes company lore.Individual agency is important in the face of destructive forces, as highlighted by the effort companies make to dispirit us.Find out more about Eric and his work here :https://www.incorruptible.co/https://howisincorruptiblegoing.com/https://www.linkedin.com/in/eries/https://tryvirgil.com/For more information on this episode please ...
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    41 m
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