Navigating Disruption: Advice for the Next Generation of Business Leaders

Across the U.S., business school students are preparing for graduation, excited yet uncertain about what lies ahead, but determined to succeed. I wish them the best of luck and offer a little hard-earned advice on how to make the most of it.

Given today’s breakneck pace of innovation, business leaders are eager to tap into the energy and ideas of the graduating class. I believe that each generation not only brings new thinking into the workplace but is better prepared than the previous one for our digital, data-driven global economy.

Speaking with students at Kellogg

I recently had the opportunity to join M.B.A. students at my alma mater, Northwestern University Kellogg School of Management, to discuss “Lessons in Leadership.” One of our key discussion points was to be prepared for disruption. When I was in their shoes, nearly 25 years ago, we were in the early days of tech-driven business upheaval. Back then, the term “digital transformation” wasn’t a part of our lexicon. Now, we live it every day. In fact, generative AI has accelerated disruption in business and really all aspects of life. Here is some of the advice I shared with them:

The Value of Soft Skills

It is imperative for students and early-career professionals to develop soft skills – the ability to communicate, collaborate, learn on the job and adapt. Coming from an engineering background, I know that some of my most valuable learnings at Kellogg — in addition to the fundamentals like business strategy – were experiences that developed intellectual flexibility. If I could do it all over again, I would seek out even more of these experiences. Typically found outside of the classroom, such as mentoring students from non-technical backgrounds or taking an improv class, they help make us more well-rounded in our personal and professional lives.

Being the Least Experienced Person in the Boardroom

In my experience, the higher you move up the corporate ladder, the more important people skills become. Having recently achieved a milestone in my own career — five years as CEO of Informatica — I can tell you that the majority of a CEO’s time is spent on people. It became clear very quickly that diverse challenges and roadblocks from all departments often land with the CEO, underscoring the critical need for strong people skills to navigate complex organizational dynamics.

When I first met with Informatica’s senior leadership team as the new CEO, it dawned on me that I was the least qualified person in the boardroom, at least in terms of my experience level in that role. The executives around the table had years of practice in their areas of responsibility, so I counted on them to help me with decision-making.

There is no overstating the value of having trusted relationships and knowing where to look for support and advice. That’s as true for all business leaders as it is for interns.

Embracing Change

Much of what I am sharing here applies across industries and businesses of all sizes, especially true of the tech industry. Enterprise technology is a buckle-your-seatbelt environment. That has always been true, but even more so as AI and automation begin to redefine roles from software development to systems management and data science.

That creates some uncertainty about the jobs of tomorrow, which may force students outside of their comfort zones. My advice is to embrace change because change often creates opportunities to rethink how things get done, learn new skills and add value in other ways.

And that does not just apply to “low-skill” jobs. Many business and technology leaders who are further along in their careers may likewise find their tasks and workflows altered as agentic AI becomes more widespread.

All the more reason that recent grads and anyone who seeks to grow and advance in their career should remain open-minded, iterate along the way, and keep their eye on the horizon.

My career path took several unexpected turns: from engineering to product management to leading a public company as CEO. I could not have anticipated how each of these phases would segue from one to the other, but there was a throughline — the willingness to pivot. I was prepared to disrupt and, in some cases, did disrupt working business models to prepare for the future. I was always looking ahead. 

Finding Your Path

Of course, everybody’s journey will be different. Some will pour their energy into startups, others into the Global 1000. Some will switch careers completely. Others may leave the workforce, raise families and then return. Whatever your story, there is a role and a place for everyone.

Career paths are not always straightforward. In fact, I saw a recent headline that some MBA graduates were struggling to find work. No doubt there will be setbacks along the way. But if today’s grads anticipate such disruptions, and have the skills and mindset to adapt, there is nothing to stop them from achieving their full potential. Most importantly, the business and technology world needs you.

What advice would you give to the next generation of business leaders? How has your own career path evolved through disruption and change? I would love to hear your stories in the comments.

More on the conversation at Fortune at the link below.