The leader has long been sacred as an infallible strategist and a solitary visionary. However, faced with the succession of systemic, geopolitical and technological crises in recent years, these two traditional figures have been profoundly shaken up. Many people did not see the major disruptions coming and had to pivot urgently to guarantee the sustainability of their business. In 2026, the vision is no longer imposed from above: it is adjusted in real time.
The leader, a genius beyond time?
We continue to associate the business leader with an exceptional figure, constantly on the lookout for weak signals and capable of anticipating changes in the world. Figures like Steve Jobs, Bill Gates and Elon Musk have long fueled this myth of the demiurge leader. But in a world saturated with data and transformed by artificial intelligence, the image of the “lone genius” gives way to that of a conductor: a leader open to the ecosystem, capable of combining human intuition with the best technologies to guide his organization.
Give meaning and make you dream
If the context changes, the need for inspiration remains fundamental. Every leader embodies a milestone. It is this projection into the future that brings people together, because it allows us to escape from everyday operational life. One of the biggest challenges lies in the ability to present a desirable and meaningful future objective for all employees.
Setting an exciting course without having all the technical answers to achieve it: such is the essence of vision. As Sylvain Orebi, CEO of Kusmi Tea, pointed out: “Before getting started, your project must have no gray areas. It is also necessary to take a step back and have your idea validated by people you trust. » Even today, ambitious projects require this mix of rigorous preparation and daring. Mark Twain’s famous thought remains burning today: “They didn’t know it was impossible, so they did it. »
Sharing and co-construction of the vision
Having a vision is no longer enough: it must be part of a collective dynamic. A leader who keeps his ambition to himself quickly finds himself isolated. The company’s mission and purpose must be understood both internally (employees, associates) and externally (customers, partners, investors). It’s about finding the right words to convince, inspire and give meaning to everyone’s daily action.
Curiosity at the service of foresight
Technological acceleration requires unwavering curiosity. To fuel his strategic thinking, the manager must know how to free up time to monitor the transformations taking place. Disruptions often emerge at the crossroads of sectors or outside our national borders. Becoming informed, experimenting with new technologies and observing what is happening elsewhere is essential. But be careful timing : an excellent idea launched too early or too late risks not finding its market.
A living and evolving vision
One of the fatal errors is to sacralize one’s vision to the point of refusing the necessary readjustments. Being a good leader in 2026 is not about staying the course against all odds, it is about knowing how to adapt the trajectory to market realities. Pivoting is not an admission of failure, but a demonstration of maturity. Great international successes, like Criteo, are based on a succession of challenges to their business model before stabilizing the winning formula. Today’s vision must be a beacon, not a straitjacket.
