{"id":195697,"date":"2026-07-13T13:18:56","date_gmt":"2026-07-13T11:18:56","guid":{"rendered":"https:\/\/factorialhr.com\/blog\/ceo-desafia-ideas-tradicionales\/"},"modified":"2026-07-23T17:27:50","modified_gmt":"2026-07-23T15:27:50","slug":"adaptive-leadership-for-ceos","status":"publish","type":"post","link":"https:\/\/factorial.ke\/blog\/adaptive-leadership-for-ceos\/","title":{"rendered":"Risks, adaptability and instinct: the CEO who challenges the traditional game"},"content":{"rendered":"<p><strong><span dir=\"auto\">Elena Zangeeva<\/span><\/strong><span dir=\"auto\">\u00a0took a bold leap by leaving her position as Talent Partner at\u00a0<\/span><strong><span dir=\"auto\">Bumble Inc.<\/span><\/strong><span dir=\"auto\">\u00a0to co-found her own company,\u00a0<\/span><strong><span dir=\"auto\">Kvistly<\/span><\/strong><span dir=\"auto\">\u00a0.<\/span><\/p>\n<p><span dir=\"auto\">Since then,\u00a0<\/span><strong><span dir=\"auto\">it has experienced moments of uncertainty,<\/span><\/strong><span dir=\"auto\">\u00a0wondering if the startup could survive. However, through a mix of\u00a0<\/span><strong><span dir=\"auto\">risk-taking, adaptability, and instinct<\/span><\/strong><span dir=\"auto\">\u00a0, the AI-generated quiz platform has emerged stronger than ever.<\/span><\/p>\n<h2 id=\"datos-clave\"><span dir=\"auto\">Key data<\/span><\/h2>\n<ul>\n<li><span dir=\"auto\"><span dir=\"auto\">Adaptability , calculated risk-taking\u00a0<\/span><\/span><strong><span dir=\"auto\"><span dir=\"auto\">,<\/span><\/span><\/strong><span dir=\"auto\"><span dir=\"auto\">\u00a0and continuous iteration are the three pillars that distinguish startups that scale from those that disappear.<\/span><\/span><\/li>\n<li><span dir=\"auto\"><span dir=\"auto\">According to Gallup&#8217;s State of the Global Workplace 2026 report, global employee engagement fell to 20% in 2025, its lowest level since 2020, with an estimated cost of $10 trillion in lost productivity\u2014a direct sign that\u00a0<\/span><\/span><strong><span dir=\"auto\"><span dir=\"auto\">adaptive leadership<\/span><\/span><\/strong><span dir=\"auto\"><span dir=\"auto\">\u00a0is no longer optional.<\/span><\/span><\/li>\n<li><span dir=\"auto\"><span dir=\"auto\">According to McKinsey&#8217;s Resilience Consortium Pulse Check Survey (2026, n = 270 executives), only 1 in 4 companies considers itself prepared to withstand major disruptions across all dimensions of\u00a0<\/span><\/span><strong><span dir=\"auto\"><span dir=\"auto\">organizational resilience<\/span><\/span><\/strong><span dir=\"auto\"><span dir=\"auto\">\u00a0.<\/span><\/span><\/li>\n<li><span dir=\"auto\"><span dir=\"auto\">Companies that maintain investment in innovation during periods of crisis consistently outperform their competitors, according to McKinsey&#8217;s research on sustained growth.<\/span><\/span><\/li>\n<\/ul>\n<p>\ud83d\udc47\ud83c\udffb <a href=\"https:\/\/youtu.be\/egGayFtIN9Q\" target=\"_blank\" rel=\"noopener noreferrer\"><span dir=\"auto\">Here<\/span><\/a><span dir=\"auto\">\u00a0she shares her story and the leadership lessons she has learned along the way.<\/span><\/p>\n<p><img decoding=\"async\" src=\"https:\/\/i.ytimg.com\/vi\/egGayFtIN9Q\/hqdefault.jpg\" alt=\"\" width=\"480\" height=\"360\" \/><\/p>\n<h2 id=\"por-que-adaptarse-sin-perder-la-identidad-de-marca-es-el-mayor-reto-del-liderazgo-actual\"><span dir=\"auto\">Why is adapting without losing brand identity the biggest challenge for today&#8217;s leadership?<\/span><\/h2>\n<p><span dir=\"auto\">Public thinker\u00a0<\/span><strong><span dir=\"auto\">Gerd Leonhard<\/span><\/strong><span dir=\"auto\">\u00a0believes that the next 10 years will bring more change than the last 100.<\/span><\/p>\n<p><span dir=\"auto\">Companies that resist these changes risk becoming mediocre, or worse, obsolete. If change is the only constant, adaptability is the only requirement. This means\u00a0<\/span><strong><span dir=\"auto\">constantly reassessing the playing field<\/span><\/strong><span dir=\"auto\">\u00a0and letting go of ideas you&#8217;ve invested emotionally and financially in.<\/span><\/p>\n<p><strong><span dir=\"auto\">Organisational resilience<\/span><\/strong><span dir=\"auto\">\u00a0is\u00a0not a fixed state, but a capability built through deliberate practice. According to McKinsey, companies&#8217; digital and technological resilience advanced from 19% to 32% between 2024 and 2025, underscoring the growing link between innovation and adaptability. Even so, only 1 in 5 companies considers itself prepared across all dimensions of crisis response capability.<\/span><\/p>\n<p><span dir=\"auto\">Do you want to be the first to receive the most relevant content for executives?<\/span><\/p>\n<h2 id=\"que-le-ocurre-a-una-marca-que-aprende-demasiado-tarde-a-adaptarse\"><span dir=\"auto\">What happens to a brand that learns to adapt too late?<\/span><\/h2>\n<p><span dir=\"auto\">The chilling story of how\u00a0<\/span><strong><span dir=\"auto\">BlackBerry<\/span><\/strong><span dir=\"auto\">\u00a0went from being an\u00a0<\/span><strong><span dir=\"auto\">$85 billion<\/span><\/strong><span dir=\"auto\">\u00a0business to disappearing is a lesson in that regard.<\/span><\/p>\n<p><strong><span dir=\"auto\">After Apple<\/span><\/strong><span dir=\"auto\">\u00a0&#8216;s surge in touchscreen products\u00a0in 2007, BlackBerry felt the pressure to innovate.\u00a0<\/span><strong><span dir=\"auto\">But they couldn&#8217;t abandon their most iconic feature: the button.<\/span><\/strong><span dir=\"auto\">\u00a0Thus, the BlackBerry Storm was born, a confusing hybrid of a touchscreen and a QWERTY keyboard. It was a giant mechanical button\u2026 and a huge disappointment. Clicking it was slow and difficult, leading to a flood of returns and complaints.<\/span><\/p>\n<p><span dir=\"auto\">A year later, the Storm2 arrived with four buttons and a touchscreen, but it still failed to gain traction. Then, in 2010, it reverted to a physical keyboard. Meanwhile, phones from\u00a0<\/span><strong><span dir=\"auto\">Apple, Samsung Electronics, and Google<\/span><\/strong><span dir=\"auto\">\u00a0dominated the market.\u00a0<\/span><strong><span dir=\"auto\">In 2016, the company finally shut down its smartphone business.<\/span><\/strong><\/p>\n<p><img decoding=\"async\" src=\"https:\/\/factorial.es\/wp-content\/uploads\/2025\/11\/13110113\/BlackBerry-1024x394.png\" alt=\"Fuente: AppleInsider\" width=\"1024\" height=\"394\" \/><\/p>\n<p>Source: AppleInsider<\/p>\n<h2 id=\"puede-una-crisis-de-identidad-de-marca-destruir-una-empresa-con-100-millones-de-usuarios\"><span dir=\"auto\">Can a brand identity crisis destroy a company with 100 million users?<\/span><\/h2>\n<p><strong><span dir=\"auto\">Myspace<\/span><\/strong><span dir=\"auto\">\u00a0suffered the same fate, but for a different reason: aimless adaptation.<\/span><\/p>\n<p><span dir=\"auto\">At its peak, it had over 100 million users and was valued at $12 billion. But its inability to decide whether it was a social network, a music platform, or a media hub\u00a0<\/span><strong><span dir=\"auto\">left it vulnerable to competitors like Meta<\/span><\/strong><span dir=\"auto\">\u00a0.<\/span><\/p>\n<p><span dir=\"auto\">Advertising was one of the problems. Tom Anderson, co-founder of MySpace, later admitted: &#8220;We let advertisers have too much control over the product\u2026 It wasn&#8217;t about the user experience.&#8221;<\/span><\/p>\n<p><img decoding=\"async\" src=\"https:\/\/factorial.es\/wp-content\/uploads\/2025\/11\/13110257\/X-1024x342.png\" alt=\"MySpace\" width=\"1024\" height=\"342\" \/><\/p>\n<p><span dir=\"auto\">Furthermore, in 2005 the platform attempted to reinvent itself as a music and entertainment hub,\u00a0<\/span><strong><span dir=\"auto\">leaving users who had hoped for a social network disappointed<\/span><\/strong><span dir=\"auto\">\u00a0. By 2026, it had lost over 40 million users and was sold for only $35 million.<\/span><\/p>\n<p><span dir=\"auto\">What is clear is this: the future belongs to innovators who never lose sight of the essence of their brand.<\/span><\/p>\n<h2 id=\"por-que-la-iteracion-continua-es-el-verdadero-motor-de-la-innovacion-empresarial\"><span dir=\"auto\">Why is continuous iteration the true engine of business innovation?<\/span><\/h2>\n<p><strong><span dir=\"auto\">Edwin Mata<\/span><\/strong><span dir=\"auto\">\u00a0is not only the co-founder and\u00a0<\/span><strong><span dir=\"auto\">CEO of the tokenization platform Brickken<\/span><\/strong><span dir=\"auto\">\u00a0. He is a Web3 visionary and educator, merging law and blockchain to drive innovation.<\/span><\/p>\n<p><span dir=\"auto\">\ud83e\udde0 Next, he shares his vision on\u00a0<\/span><strong><span dir=\"auto\">iteration and learning<\/span><\/strong><span dir=\"auto\">\u00a0.<\/span><\/p>\n<p><img decoding=\"async\" src=\"https:\/\/factorial.es\/wp-content\/uploads\/2025\/11\/13110527\/Edwin.png\" alt=\"Edwin Mata\" width=\"820\" height=\"400\" \/><\/p>\n<p><span dir=\"auto\">In entrepreneurship, the goal isn&#8217;t to succeed just once, but to continually experiment, learn, and adapt.\u00a0<\/span><strong><span dir=\"auto\">A single success might be a matter of luck<\/span><\/strong><span dir=\"auto\">\u00a0, but when a company manages to scale and sustain itself, it&#8217;s because it has learned from thousands of decisions, iterations, and adjustments.<\/span><\/p>\n<blockquote><p><span dir=\"auto\">Every mistake, when properly analyzed, offers a valuable lesson.\u00a0<\/span><strong><span dir=\"auto\">Successful entrepreneurs aren&#8217;t afraid of failure; they&#8217;re afraid of not learning from their failures.<\/span><\/strong><span dir=\"auto\">\u00a0Consistency in decision-making, a willingness to try new ideas, and the ability to iterate quickly are what transform an idea into a sustainable business.<\/span><\/p><\/blockquote>\n<p><span dir=\"auto\">Gallup&#8217;s State of the Global Workplace 2026 report confirms this logic at the organizstional level: global employee engagement fell to 20% in 2025, and the research indicates that <\/span><strong><span dir=\"auto\">adaptive leadership<\/span><\/strong><span dir=\"auto\"> \u2014the kind that turns mistakes into learning experiences\u2014is the differentiating factor between organisations that retain talent and those that lose it. Companies with cultures of continuous learning register engagement levels up to four times higher than the global average, according to the same report.<\/span><\/p>\n<p><span dir=\"auto\">It&#8217;s easy to get obsessed with doing things right from the start, but the true magic of entrepreneurship lies in the process.\u00a0<\/span><strong><span dir=\"auto\">An initial idea is rarely perfect<\/span><\/strong><span dir=\"auto\">\u00a0. Over time, data, customer feedback, and market challenges refine that idea.<\/span><\/p>\n<p><span dir=\"auto\">Success isn&#8217;t a one-time event. It&#8217;s the cumulative result of thousands of small victories, course corrections, and\u00a0<\/span><strong><span dir=\"auto\">strategic decisions<\/span><\/strong><span dir=\"auto\">\u00a0. In the world of entrepreneurship,\u00a0<\/span><strong><span dir=\"auto\">it&#8217;s not enough to get it right once; you have to get it right enough times to build something meaningful and lasting.<\/span><\/strong><\/p>\n<p><span dir=\"auto\">According to McKinsey&#8217;s research on sustained growth, companies that maintain investment in innovation even during periods of crisis consistently outperform their competitors in the recovery phase, and innovation in new offerings within the core business is the second most cited growth factor by 38% of the executives surveyed. This data supports Edwin Mata&#8217;s central thesis: the challenge is not to get it right just once, but to build the capacity to get it right consistently.<\/span><\/p>\n<h2 id=\"como-puede-un-equipo-directivo-construir-una-cultura-de-adaptabilidad-e-iteracion\"><span dir=\"auto\">How can a management team build a culture of adaptability and iteration?<\/span><\/h2>\n<p><span dir=\"auto\">Building a culture of adaptability is not a one-off project: it&#8217;s an ongoing\u00a0<\/span><strong><span dir=\"auto\">change management<\/span><\/strong><span dir=\"auto\"> process . Three practical levers make the difference between organisations that pivot with agility and those that become paralysed by change:<\/span><\/p>\n<ul>\n<li><strong><span dir=\"auto\"><span dir=\"auto\">Institutionalise learning from mistakes.<\/span><\/span><\/strong><span dir=\"auto\"><span dir=\"auto\"> Establishing periodic reviews of decisions, both successful and unsuccessful, transforms experience into organisational capital.<\/span><\/span><\/li>\n<li><strong><span dir=\"auto\"><span dir=\"auto\">Separate brand identity from execution methods.<\/span><\/span><\/strong><span dir=\"auto\"><span dir=\"auto\">\u00a0As the BlackBerry case illustrates, the mistake was not innovating, but confusing the differentiating attribute (the physical keyboard) with the real value proposition (secure and efficient communication).<\/span><\/span><\/li>\n<li><strong><span dir=\"auto\"><span dir=\"auto\">Manage talent with data, not intuition.<\/span><\/span><\/strong><span dir=\"auto\"><span dir=\"auto\"> Factorial allows you to centralise team information, detect performance patterns, and make leadership decisions based on evidence, not assumptions. This represents the kind of informed iteration that Edwin Mata describes.<\/span><\/span><\/li>\n<\/ul>\n<p><span dir=\"auto\">A true\u00a0<\/span><strong><span dir=\"auto\">culture of innovation<\/span><\/strong><span dir=\"auto\">\u00a0depends on leaders&#8217; willingness to foster continuous adaptability and question past strategies. This is fundamental to\u00a0<\/span><strong><span dir=\"auto\">adaptive leadership<\/span><\/strong><span dir=\"auto\">\u00a0.<\/span><\/p>\n<p><span dir=\"auto\">\u26a1 Letting go of precious ideas at work<\/span><\/p>\n<p><img decoding=\"async\" src=\"https:\/\/i.ytimg.com\/vi\/FMGK9c6_Z5w\/hqdefault.jpg\" alt=\"\" width=\"480\" height=\"360\" \/><\/p>\n<div class=\"factorial-banner inline-banner banner-demo category-the-rocket\"\n    data-banner-id=\"191146\"\n    data-banner-type=\"demo\"\n    data-category=\"The rocket\">\n    <div class=\"banner-content\">\n        <div class=\"banner-text\">\n                            <h4>Ready to transform your business?<\/h4>\n            \n                            <p>See Factorial in action and get your free demo today!<\/p>\n            \n                            <a href=\"https:\/\/factorial.ke\/request-demo\"\n                    class=\"factorial-cta-button not-prose demo btn-brand\" data-cta=\"demo\" data-cta-position=\"inline-banner\">\n                    Get a demo                <\/a>\n                    <\/div>\n\n        <div class=\"banner-image no-image\">\n            <img decoding=\"async\" src=\"https:\/\/factorial.ke\/blog\/app\/plugins\/factorial-utilities\/assets\/images\/banners\/inline\/backgrounds\/default_image.svg\" class=\"not-prose\" \/>\n        <\/div>\n    <\/div>\n<\/div>\n","protected":false},"excerpt":{"rendered":"<p>Elena Zangeeva\u00a0took a bold leap by leaving her position as Talent Partner at\u00a0Bumble Inc.\u00a0to co-found her own company,\u00a0Kvistly\u00a0. Since then,\u00a0it has experienced moments of uncertainty,\u00a0wondering if the startup could survive. However, through a mix of\u00a0risk-taking, adaptability, and instinct\u00a0, the AI-generated quiz platform has emerged stronger than ever. Key data Adaptability , calculated risk-taking\u00a0,\u00a0and continuous iteration<a href=\"https:\/\/factorial.ke\/blog\/adaptive-leadership-for-ceos\/\" class=\"read-more\"> [&#8230;]<\/a><\/p>\n","protected":false},"author":315,"featured_media":195701,"comment_status":"closed","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"_acf_changed":false,"footnotes":""},"categories":[1113],"tags":[],"class_list":["post-195697","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-the-rocket-en-ke"],"acf":{"topics":false},"yoast_head":"<!-- This site is optimized with the Yoast SEO Premium plugin v21.5 (Yoast SEO v21.9.1) - https:\/\/yoast.com\/wordpress\/plugins\/seo\/ -->\n<title>Risks, adaptability and instinct: the CEO who challenges the traditional game<\/title>\n<meta name=\"description\" content=\"Adaptive leadership is the differentiating factor between organisations that retain talent and those that lose it.\" 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