Creating Futures with Bruno Pinho

Creating Futures with Bruno Pinho

Welcome.

When I say in the show intro that we help leaders anticipate navigate and lead, those aren’t just random words.

In Waldencroft we work with executive leaders in 3 practice areas under these Anticipate, Navigate and Lead banners.

The Anticipate practice area – which for what it’s worth is where I think the greatest impact is for executive leaders – we do Strategic Foresight work.

Traditional forecasts assume that change will be incremental; based largely on existing conditions playing out. But just look at the disruption facing business today. It’s been all too clear over the last few years that change also happens in discontinuous bursts due to trends, events, and issues coalescing. And because of this, as leaders we therefore should supplement our baseline plan with a set of alternatives based on  possible and plausible scenarios playing out that will impact your busienss.

This is what strategic foresight provides.

During the project that we undertook between August and November 2022, we worked with today’s guest Bruno Pino and his leadership team to create and explore plausible scenarios on the drivers of change that may impact the future of the manufacturing facility in Dunfermline.

We did this in effect by helping them rehearse possible futures and by developing alternative strategic plans that capitalise on the opportunities and mitigate against the worst effects of uncertain scenarios unfolding.

We worked with the Leadership Team and a small group of their ‘leaders of the future’ to create a mechanism to spot emerging trends so that they have an early warning system for events and issues as they are unfolding. So that the team are able to be agile and responsive to issues before they reach the mainstream.

So I’m delighted to welcome Bruno onto today’s podcast to explore what that process was like for him. Let’s get into it.

Jacqueline Conway

Great. So, Bruno, do you want to introduce yourself, please?

Bruno Pinho

Absolutely. Thank you, Jacqueline. First of all, it’s, it’s a pleasure to be here to talk to you. My name is Bruno Pino. I’m Managing Director of technipfmc. One of the facilities that Technipfmc has in Scotland, based in Dunfermline. We do we do subsea Christmas trees, which is equipment that goes under the sea. And that is meant to be  there for 30 years. So as I said, it’s a pleasure to be here.

Jacqueline Conway

Yeah, it’s a pleasure to have you is, it’s a real pleasure to have you. And so, Bruno, I have had the very great privilege of working with you and your team this year, as we have engaged in a piece of Strategic Foresight work, where we’ve looked at your what is the future of that facility there in Dunfermline, which is an important part of the community in Dunfermline. And an important part of TechnipFMC. I mean, it’s been there for for many, many years. Let’s just start by if you could tell the listener, you know, what, what made you what made you sort of pick up the phone to me, what was the what was the needs that you had?

Bruno Pinho

Sure. So I think it’s, it’s a very, it’s a very important question to ask, because the work that we’ve done together, it all starts with why we were doing that, what was the purpose of it. And we were getting to a point as an organisation that were delivering our results as we committed to, to our customers, obviously, the importance that we do have in the community, and also the results that we’ve committed to our shareholders. But then, when you think about that, it’s, that’s not enough. We need to think about what we’re going to do then in the next five to 10 years. So obviously, the question that we were trying to answer is what’s gonna be the role of the organisation in the next five to 10 years, and appreciating that there are several other elements that comes from outside that impacts and it’s extremely important that we understand them, but in a structured way. And I think that was one of the reasons. The second reason, and I recall that you and I have in that discussion, the very first discussion. The second one was related to people development, I wanted to make sure that my leadership team would be exposed to that type of exercise. Because we do believe that exercise is so rich, doing that exercise is so rich, it  forces you to do to go through certain elements that are extremely important to, to defining the future strategy of an organisation. And then, by knowing that the people is our most important asset, and through our people, is what we do and how we deliver results, having good leaders and leaders developed on that side as well, are also extremely key for the success of the organisation. So that was basically that.

Jacqueline Conway

Yeah. And I often say I mean, one of the things that’s really important in Waldencroft is that we hold a belief that the best development comes for very senior leaders where you engage them on a development activity, that’s real work as well. So rather than it being theoretical, and you kind of pluck them out of their context, and you’d put them on a leadership development course, and then parachute them back into the organisation and hope that the development sticks, and that they’re able to apply it, the work that we’ve been doing together and an actual fact the work that I had done previously, with TechniqueFMC was about let’s do the development in the service of a live need that the organisation has, and that’s indeed what we did. I mean, can you see a little bit about what that development was like? I mean, what was it like for you to go through that process? What did you learn? What do you think your people learned?

Bruno Pinho

Yeah, no, that’s, it’s an excellent question. And I’ll, first of all, start with you and I, you and I had the discussion when we decided to do embark on the journey. And one of the elements that you and I talked, was I wanted myself and my team to do not all only the thinking piece, but also the heavy lifting part of the work, which means that I would like to get our hands dirty. And for me, it was so important to do that, because throughout the methodology that you’ve given to us, we had to go through and force ourselves to take first of all, a little bit more time out of our daily routines. Understand what was happening across the, across the world through specific elements. And that gives us a gave us such a powerful piece of data that didn’t came from anyone externally, there was like, the team was doing that. And I think the validity when when someone that is supposed to, to be the ones to execute afterwards, the validity of that person doing that work is also for me, very important. And that was crucial. And I think that one somehow maximised, I would say amplified, the learning throughout the process. For me, another element is, I think the learning through that, it definitely kind of now be in a position where we have clarity on what we’re going to do next. It gives us definitely, not only myself, my entire leadership team, it gives us the sense of ownership of what we do have in front of us, I think it completely kind of eliminates the risk, which I do know that exists in some other organisations where oh, I’m doing that because someone else came and told me that I should be doing that. So the sense of accountability is something that I value a lot. And I clearly see that throughout now a routine, when we go back, and we talk about the exercise that we’ve done, and the exercise, didn’t go to a drawer, it’s live, we found a way that that we use in that on a regular basis. So it’s live, we use that. And more importantly, everybody sees and sees themselves accountable for that. And I think for me, that is there is no leadership course or training, nothing that would kind of a replace that for me that’s such powerful for the team for myself, to kind of a clear clearly have that sense of ownership and things that we kind of we dominated because we spend time doing researches and all of that.

Jacqueline Conway

Yeah, yeah, it was amazing. I mean, so just for the listener, one of the things that we did, I thought it was really inspired all of you to see we want to do the heavy lifting. So I was the guiding the process, getting alongside you as you did that. But as you see it was your leadership team who did the research. So the first thing we did was, we said, what is the question we’re trying to answer? And I think that’s a really, really important thing. And then we said, well, what let’s map the domain, if that’s the question, what’s the domain and we had a number of domain categories. And then your people then went off having taken the domain categories and the subcategories and went and researched them. And I think there was, there was no amount of another person being able to tell somebody what was in those domain categories that would have brought that to life in the way that it was brought to life because your folks actually went and did the research and came back with these insights about what was potentially going to happen in the future that they hadn’t even thought about before. I mean, it was really, I mean, there was so much vibrancy in that conversation wasn’t everyone people came back. One of the things, for example, was that there was a shift away from or there was an assumption that there’s a shift away from globalisation, and that many organisational plans, not just in TechnipFMC, but you know, in many organisations are based on what has previously been the case, which is, you know, the world is globalising, but actually we’re starting to see that it’s not, you know, that globalisation is not likely to continue and it’s it’s very plausible that it won’t and that would have a potentially huge impact on the way that organisations carry out their strategy and the fact that your your people came up with that themselves and then feed that back was just, I mean, the learning was massive, wasn’t it?

Bruno Pinho

Absolutely. Absolutely. And just to give our listeners a little bit more details and the flavour of what we’ve discussed. So as you said, Jacqueline, I think the majority of the organisations they do that scenario planning the linear thinking everything based on what was what has happened in the past. And if everything stays the way that it is, it’s almost like the status quo. This is what’s going to happen in the future. But we all know that the world doesn’t look like that, and doesn’t work like that. And I think the past two years have proven that very much. I mean, moving from global pandemic, to war, to big energy crisis, I think all of those are kind of a clear elements and climate, climate crisis. All of that are clear elements that shows that if we don’t stay, we try to stay ahead of what potentially might happen in the future, very likely an organisation will be lagging behind. So. So that was basically what what we tried to do, through the guidance of Jacqueline tried to try to understand what are the main elements that we do see in the environment, that will definitely impact our business. And then I think the method was very clear and straightforward. And it was nice to see the evolution of the team starting from not necessarily kind of a being fully understanding and then clearly, you were, you were the one say, hey, just trust the process. And, and from time to time, I had to go back and remind my team to hey, let’s trust the process. We’re gonna get there. And then, obviously, through all the process, as we were getting to more details about doing the research and then things that you’ve said about, okay, globalisation, we ended up thinking that okay, that the world might go through a deglobalisation. We don’t know when it’s going to happen. But there are early signs that shows that the other element, which is extremely important that regardless the industry that you are in, you can easily see that is the future of work, the way that we work today has changed already, if we compare it to three years ago, before pandemic, and will definitely change in the future. And those are the elements that you cannot simply ignore another element, which is extremely important for us being in the energy industry is the whole energy transition. I think it’s common knowledge that everybody knows that we are going to transition to a cleaner energy world. There are different hypotheses if one when that’s going to happen. But I think it’s more a matter of when then then if so I think we all are very aligned, that that’s going to happen. So what role are you going to be playing as an organisation in the energy transition, and how quickly you should start acting, to be able to be ready if something happens, because that’s, that’s the piece that you don’t control. So, so having having mapped all of those elements, and be in a position now, to pull the plug, whenever you have to do it or pull the trigger whenever you have to do it, because you’ve been basically measuring or following the early signals and, and knowing that, okay, things like that, if that happened, then you kind of know the direction that you’re going to head to. I think it gives not only you as an individual, but especially the team the sense of control of what’s going to happen. I always say that the only the only constant is the change, we know that the change will happen. But some of those variables are completely out of our control, but at least getting to know what you might need to do if something happens, it gives us that sense of increases your level of confidence on your future. So for me, it’s a very powerful exercise to do. It’s not easy. It requires a lot of thinking, thinking outside the box. I know that’s a cliche way of saying things. But that’s it, it’s just taking you out of your comfort zone and forcing you to think things that take on a daily basis you wouldn’t because I think most of us we have a very linear thinking. And we tend to believe that what’s going to happen tomorrow is an average of what happened in the last few days. But that’s not true.

Jacqueline Conway

Yeah, absolutely. And it’s interesting you what you see about see me saying to the team, just trust the process. Because of course what you’ve got in your team you are yourself and what you’ve got on your team are very gifted engineers, amongst other things, whose engineering mindset has served them extremely well, when they are solving engineering problems. And yet here we were trying to grapple with a different category of problem altogether, which required both a different methodology, and a completely different way of thinking about how to solve the problem itself. And whether or not, you know, was a solution as such, or whether or not there were possibilities that were presented, which was much more around where we went to with it. And I thought that the team did tremendously well. And I have to say, I do think that engineers in some ways, do do this thinking, well, because when you help them see that they are trying to solve problems from an engineering mindset, they can see that they do that they can see that they were trained in that they’ve been taught to that, that they apply that well  to some sorts of problems. And so it’s actually sometimes harder for people who, who don’t do who don’t really appreciate that, that is their training, that’s coming into play. But of course, one of the things that happened coming back into your team a number of times was, you found that the team had reverted back to that sort of thinking where I would then potentially come in and ask a provocative question. And the and they will be like, alright, yeah, okay, we need to, we’re being a bit too linear.

Bruno Pinho

Ya know, so I think you’re, you’re spot on, I mean, we go back, and we understand the nature of this organisation. So, so this particular facility that I’m responsible for has been here for almost 50 years. And, and, and we, as a company we are, we are very technological, you’re very innovative. We do things that nobody else can do, we solve customer problems, through very complex engineered solutions. And, and we are also kind of a, I would say, very effective problem solvers. But even with all of those elements, and especially I’m an engineer, when you’re talking to an engineer, as an engineer, you always want to know what next what next. And in a kind of exercise like that, you don’t actually know what’s going to come next, because it all depends on what’s going to be the outcome of what you’re researching. So the very first part of the exercise is truly get yourself immersed into understanding what’s happening in your surroundings. And for me, I think I would say the biggest turning point was when we I mean, we are here, the way that we do business is highly based on on we do believe, and we practice Lean thinking so and we have clear set of routines. So for me, the biggest turning point was throughout the process, when we realised that the exercise that was we were doing, that’s not going to be a one-off exercise that we’re going to do, and that’s over, it’s going to be something that we’ll have to include in our in our management routines. And we have to have clear frequencies on when we’re going to go and revisit that, we’re going to have to have clear frequency on, on, on, on on whenever something happens that’s tied to the elements that we believe that’s going to happen in the future now prefered future. And the famous early signals that you’ve mentioned several times, we need to have a routine that supports that because and that’s going to that’s going to help you to trigger potential actions for us to try to be ahead of the curve ahead of what’s going to happen. So, I think when we realise that, okay, although the subject is very complex in the first place, but we will try to translate into something that we all feel comfortable with, which is part of our routine. I think for me, that was the kind of the turning point and after that, I’ve mentioned that to you. Although we had an initiative with a clear starting date and a clear end date. Now it became part of our management routine. And this is going to be something that it’s not going to end. It’s an endless journey. It’s something that the method is very clear, it’s with us. Everybody understands in the leadership team, why we are doing that and everybody feels that they have the sense of controlling our own destiny. And for me that’s crucial for the success of this organisation.

Jacqueline Conway

And in actual fact your team have done it in a way that I don’t think I’ve seen it done quite so well in any other piece of Strategic Foresight work that I have done, which is that you’ve set up this room, haven’t you, where you have created, in effect, a data room, where you go in and have that ongoing Strategic Foresight conversation. I mean, do you want to say a little bit about that room and how you set it up and how you’re using it now?

Bruno Pinho

Absolutely, Jacqueline. And so as I said, we have the, our management routines are highly underpinned by what we call the Lean thinking. So we use a Japanese word called Obeya, which is a place of work, it’s where you discuss things. And that is meant to expose data, I think you articulated quite well is the data room is where we have our data exposed. But more importantly, is something that’s sometimes as a leader and within the teams, and then I’ve always, whenever I have a chance to talk to, to appear. within the company, outside the company, people usually always struggle with with their calendar. So like, how do I split my time, I mean, and then depending on what level of, of the organisation you are at, you should be potentially spending my time on more strategic things, on things that are going to drive the future of the organisation or more tactical things. So there is always a challenge to find the right balance, I think, also creating a physical space. And including that in the management routine, it forces us to talk about it and to review it from time to time. Any minimises I would say eliminates the risk of doing something quite nice, which we’re all very proud of, but put it that inside of a drawer, and then revisit that a year from now and that potentially brings the risk of of that becoming meaningless. So I think that’s the, for me, I would say a very important element. If I would say to the people that are going through that that exercise right now, I mean, it’s extremely important to go through the process itself. But also, as important as going through the process is to understand what next, what are you going to do next because that cannot become a wallpaper or something that you’re going to be proud of, because it’s nicely done and in a good piece of paper or PowerPoint, but then not necessarily being used.

Jacqueline Conway

Absolutely. And yet, one of the challenges with Strategic Foresight work, and we were chatting about this before we pressed the record button, is that for all of its strengths, one of the challenges with the approach is that trying to engage people who haven’t been through the process, because it is a learning process, as well as anything else. Just trying to kind of catch them up with the outcome that you come to, is quite hard. And, and just trying to explain the process to them, is also quite difficult, because it’s so experiential. That that is a kind of failing of it, that if you’ve not gone through it, it’s really hard to really get it, don’t you think?

Bruno Pinho

Absolutely. And, as I’ve, I’ve shared with you. Lately, we’ve realised that when you try to when you try to explain in a couple of hours or even in a day, a process that sometimes take a couple of months, and it requires a lot of a lot of energy and focus is it’s not something easy to do. And I think that kind of it’s for me it’s a translation of how important that is, and complex at the same time because the complexities is around the elements that you’re dealing with the variables that you’re dealing with are not for an engineer is not math is not one plus one equals two, it’s way more complex than that is we are talking about nonlinear things. So yes, so that’s that’s that’s not easy, especially when you try to communicate and I think that’s an important element afterwards, which we are now realising and learning that I think it’s easier to sometimes to communicate the outcome of it and make sure that whatever is behind that is for you and your team to truly make sure that okay, there is a method that’s, that’s a clear method for you to follow. And make sure that okay, the the outcome is updated. It translates the reality the world the way that you’ve seen the elements, external elements, but also internal elements. All of that are learnings that usually get as you do it?

Jacqueline Conway

Absolutely. And so I wondered, then, Bruno, if on reflection there, if the if you were to do that exercise again, if we were starting that exercise on the fifth of January, and we were, you know, we’re gonna go again, would you? Would it be me that with the same people, or would you bring other people into that process?

Bruno Pinho

That’s a great question. It’s hard to answer. To be honest. I think. I mean, I am a learner. So I always believed that we can do better, I would say, for sure, we, I think bringing couple of other stakeholders throughout the process would be beneficial. And I think that’s what I would do differently. However, I am very glad with the decision that we’ve made on getting the team to do the heavy lifting, getting the team to come up with conclusions that I had at the back of my mind. But there was so powerful for them to realise that. And we realise that as a team, as opposed to be individuals that are thinking the same way we collectively came up with that. And I think for me, that’s so powerful, because it drives the, as I said, ownership and accountability for what comes next. But yeah, I think reflecting a little bit, potentially getting a couple of other stakeholders throughout the process would help, especially afterwards, when you when you when it comes to communicating that, because that’s that’s the piece that we’ve been, we’ve been facing, challenging communicate the summary of that, knowing that that’s a very intense process. And it’s not an easy process to follow, because that’s non linear. So whenever you’re talking about something that’s nonlinear now, keep saying that, because it’s so important for people to understand. It’s not easy to communicate.

Jacqueline Conway

Absolutely, absolutely. And, and of course, this process meant that you and your team had to let go of some things that perhaps, you know, were kind of close to your heart. I remember at the beginning, you said, you know, there’s these things, and we don’t want you to touch them, Jacqueline, and I said, Okay, I’ll let you I’ll let you make the decision. So do you want to see a little bit about what that was? And?

Bruno Pinho

Yes, let me hear. Yes. Yes, absolutely. You’re, you’re absolutely right. And for people to understand a little bit of what Jacqueline was, was saying, and she, she was very polite, as usual. But when we started, when we started the process, we thought that we’ve done something like that, or strategic work and year ago. And we were very passionate about the outcome of it. Which, at the time, and I said that to you, Jacqueline, several times, I think at the time reflected the level of maturity that we had as a team. And there was an and actually is served the purpose of it. But I mean, fast forward to the exercise that we’ve done these year with you, we can easily see that I think we’ve had to go through that step to get the level of maturity at the place that we should. Now we are, we are in a much better position from from a maturity level standpoint, to go through the process, the way that we just described here. And I remember clearly in the first discussion that we had, I said, Hey, I don’t believe that we’re going to oh, how do we do something that would fit into into this outcome? And then for people to understand now, months later or six months later, I’ve just I just let Jacqueline know that the exercise of than a year ago we basically ripped that off and and we replaced by the outcome that came out of the exercise, which is the right thing to do, obviously requires it requires you being extremely humble. To appreciate that although you put a lot of efforts on that, I mean, the right thing to do now is just replace that by something else, which is going to be better. And it’s going to drive, what do you want to drive as a future of the organisation. And I think it also delivers the message that perhaps we can reinforce here with the listeners that you’re gonna go through that type of exercise, which I highly recommend you to do it, I, I would just go with the blank sheet of paper, obviously, you’re going to bring your knowledge, you’re going to bring your journey, your journey will be extremely important, because that’s gonna set the foundation for what you’re going to do next. And I’ll say that say that, again, I don’t believe that we would be in a position to do the exercise that we’ve done this year with the level of detail that we’ve been to, if we haven’t gone through the steps before. So you’re going to bring that you’re going to bring your mileage, your experience, your knowledge, but also be be humble enough be the open-minded to potentially scrap or what do you do have and then replaced by something else that will be a little bit more meaningful to you and to your organisation. At the end of the day, it’s not about me, it’s not about the individuals of my team is about the organisation, the future of the organisation, we want to, we want to succeed, I usually say that there are a couple of elements that that are, there is a reason why we exist. And then they are the our customers, they are our people that we need to take care of. It’s a community that we are surrounded by, and we need to take care of the community, and also the shareholders that are invested in the company. So all of those elements, all of those main, I would say stakeholders are our they are the ones that would need to get the benefit out of this exercise. So it’s not about it’s not about Bruno is not about anyone else it’s about okay, well we’re going to do is as an organisation, when you have the thinking in the right place, then you you’re you’re open to, to do that. It’s not an easy exercise, I can tell you, I was very passionate about the exercise that we did before. But that was the right thing to do to get to a point where you realise that you’ve done something better, and it’s time to replace and then it’s an evolution. Let me put it that way.

Jacqueline Conway

Yeah. And of course, you know, you and your team decided yourselves that you had to effectively move away from what was the old strategy. I mean, that you and I have just talked about that at the beginning of this conversation, haven’t we? I didn’t know that. The last conversation we had, it sounded like they were up for grabs. But, you know, nobody forced you guys to do it. So I guess, I guess that’s the thing is that these things are easier when they’re firmly in your control in your gift to decide if you keep it or not.

Bruno Pinho

Absolutely. And for me, it reinforces the importance of having the afterwards the revisiting what you’ve done in using it and using it. When I first called you and there was not anyone pushing me to do it. There was a question that I wanted to answer and someone that I trust, the organisation’s trust, that has a history and relationship to guide us through an area that we didn’t have expertise. And the whole thing was okay. How do I how do I drive my future? I keep saying that, over and over. You don’t control everything. And you will never control everything, there’ll be always variables that are outside of your control. But if you can drive, at least you can drive actions to be at the place that you wants to be in the future, appreciating that you need to watch elements that are outside of your control, not to try to control them, but to act. Whenever something happens for me it’s it’s it’s extremely important. And as I said, I mean several times. Once you do that, it’s funny Jacqueline, because now after that any presentation that I that I watch any any videos or podcasts or, or any type of strategy review that I see not only internally but also outside. I always like to learn so I’m very curious I want to know what what people were doing and I’m very passionate about leadership. But now after that process, I see things in a different in a different perspective, through a different lens. And I tried to connect everything that I see through the exercise that we’ve done. So when I see a move from one specific company doing something, I always relate that to the exercise that we’ve done and I tried to connect with, okay, what is driving that company to do that? What are what are using the terminology that we’ve been using now on a daily basis what bets did they place that is driving them to take the action? And, and it’s so powerful, it’s so powerful, because it again, it brings you another element that it personally I didn’t have that before.

Jacqueline Conway

I mean, it’s amazing, isn’t it. And I love the story you told where you and and some of your team, heard the presentation and it was reinforcing some of the weak signals that you had identified in the process. And even within your team, you didn’t even have to talk about it. You said you just kind of looked at each other and nodded and, and you knew where that was coming from. So there was a, there was a deep shared knowledge around what was potentially happening in the environment. And you were starting to see that come to fruition. And there’s just that sense of alright, we know this. We’ve already rehearsed this future, as it were.

Bruno Pinho

Yes, absolutely. Absolutely. And I can tell you that happened more than once. And it’s, it’s good, because, as I said, not only for myself, but for my team gives us that sense of yeah, it makes sense. I mean, I know what he or she’s talking about. And that is connected to this I think and, and we have that in our radar. And then we also taking actions. So it’s yeah, it’s fascinating. I can spend the whole day here talking to you about it. And I became very passionate about the subject. I’ve always liked strategy. And but the foresight exercise for me, it was there was definitely kind of a very unique experience that have gone through which, which will definitely kind of make me a better professional,a better person. Because now I see couple of things through a different sets of lens. And that’s fascinating.

Jacqueline Conway

Well, I’m so glad to hear that, Bruno, because it was an absolute pleasure and a joy to work with you and to work with the team. And for you to feel that you’ve got to a place that is your feeling kind of much more strategically strong as you go forward. And so I guess it’s just for me to say, I really do wish you and the team well  I mean, you know, I’m not going to win anywhere, I will be here at any point at which you need me. But it really was, it was an amazing opportunity to work with you. And I was so grateful for the way that you, you and the team kind of took it and ran with it. It was it was a joy to watch.

Bruno Pinho

No, there was I can say the same things. Jacqueline, and I told you that when when we, when we met for the for the last time that there was, there was a real joy and pleasure. And I can speak on behalf of my team to be guided by you and your ability to guide us through the process. Your ability also to be flexible with your methodology, I think we’ve talked about being open-minded with the things that you do know, and you have and I could clearly see that you were very flexible, you have your own methodology, which is proven to work but you are flexible enough to tailor that to our situation to all reality, to tailor that according to the level of maturity and the people and the seniority and the diversity that we had as a team. And I think for me, that made a big difference. And I can tell you that everyone everyone enjoyed the process. And I cannot I cannot reinforce that anymore. I think it’s I think every company should be going through that type of process. To be honest, I think when you when you do that, as I said I think you should be able to achieve two things. One is the people development piece, which is extremely important, as I said, every single company they they all exist because they’re they’re run by people So it’s extremely important that people were developed to people have the capabilities to do that. And the second thing is, it’s going to give you the sense of ownership about your future. So if you want to drive your company to any specific future, that’s the type of exercise that you should be doing.

Bruno Pinho

And I think thank thank you for the invite them. I’m extremely humbled. I haven’t mentioned that in the, in the beginning of the, of the podcast, but I am originally from Brazil. I’ve been living in Scotland for for more than two years. And I have, and I’ve lived in, in, in United States before, I have a very international family, I can tell you that. A daughter that was born in US and my son was born in Brazil, I am also Portuguese citizen  And so it’s funny because when I get into the airport, and I handled three different passports, I usually tell my wife that we cannot lose the passports because it’s going to be a nightmare. It’s not going to be one Consulate that’s going to solve all of that. And I one of the things that I cannot forget to mention here is how well when settled and how, how good it is to be in a country like Scotland, we’ve we’ve enjoyed and we’ve been enjoying a lot dealing with Scottish people. It’s just like, it’s been a pleasure. usually say that. It’s people that are very good to deal with very friendly, and I’ve been very warm welcome to the country, although it’s very cold. But it’s, but it’s been such a pleasure. So and then I mean, and after that being invited to be part of this podcast and I know Jacqueline’s for from previously a follow that follow her on LinkedIn. I read the articles and listen to podcasts. And that will be part of that is such a pleasure and such honor. So I just want to thank you for that opportunity. Jacqueline.

Jacqueline Conway

Thank you was both ways, Bruno, thank you very much indeed.

If you think that your executive or leadership team would benefit from taking the time to explore the ways that trends, issues and events might coalesce to have a significant impact on your organisation, then working with me and the team on our Creating Futures approach might be the best thing you could do this year.

We have been honing this approach over many many years, and as Bruno says, we’re able to tailor it so that it meets the exact needs of your team without losing any of its impact. I’ve put a link in the shownotes to our Contact Us page. Please just reach out and we can explore the value this might have for both your team and your organisation.