Innovation Mindset Development

I remember when “challenger brand” meant scrappy, niche, and slightly dangerous to the big players. Now? It’s the R&D department everyone is quietly watching. In the last 18 months, I’ve seen a major shift across global FMCG. Big players aren’t fighting challengers anymore, they’re studying them. Sometimes acquiring them. Sometimes copying them. Sometimes building their own version in-house with a faster, cleaner P&L. The line has officially blurred. Because the real advantage isn’t packaging or positioning, it’s speed. Challenger brands get from signal to shelf in months. They don’t spend six months aligning on “brand essence.” They listen, test, and move. That’s why they’re teaching heritage companies what modern consumer intimacy actually looks like. The smartest leaders I know aren’t dismissing them. They’re asking: “How can we bring that energy inside our business without breaking what works?” It’s not easy. You can’t graft startup behavior onto a 40-year-old structure without intention. But the ones getting it right are doing three things: 1️⃣ Protecting small-team autonomy. Give an empowered team ownership of one bet. Don’t drown it in governance. 2️⃣ Letting data talk sooner. Weekly readouts, not quarterly post-mortems. 3️⃣ Hiring differently. Bringing in people who’ve built things, not just scaled them. Whether you’re in marketing, RGM, supply, or HR, this shift affects you. It’s changing how brands are built, how decisions are made, and what “consumer-first” actually means in 2025. So maybe the better question isn’t: “How do we compete with challengers?” It’s: “Can we think, move, and connect like one, before someone else does?” #FMCG #CPG #BrandLeadership #GrowthStrategy #Innovation #ConsumerTrends #ChallengerBrands #MarketingStrategy

With disruption accelerating across industries, many believe that greater specialization will be key to professional success—“learn X to get Y.” But is that enough? While deep expertise is valuable, breadth and adaptability are just as critical. In uncertain environments, companies need talent who can connect the dots, synthesize new information, and pivot quickly—not just at the leadership level, but across the entire organization. These reflections brought me back to David Epstein’s Range, which I recently revisited and thoroughly enjoyed. His book makes a compelling case for how diverse experiences and cross-disciplinary thinking help individuals navigate uncertainty and drive innovation in a variety of domains - from sports and music to science and beyond. This is something we see firsthand at IESE Business School. The most effective professionals aren’t just specialists—they are strategic thinkers with a broad perspective. A general management approach equips them to break silos, adapt across industries, and make high-impact decisions. That’s why we emphasize a holistic, general management perspective that encourages business leaders to think beyond functional expertise and consider the broader impact of their decisions. As industries transform, the companies that thrive are those with teams who see the bigger picture, embrace diverse experiences, and navigate complexity with confidence.

Experience isn’t just about years—it’s about depth, diversity, and impact. In HR (and many other fields), I’ve observed three patterns that often differentiate good careers from great ones: 1️⃣ Length vs Depth: Spending many years doing the same tasks doesn’t automatically make you more capable. Depth comes from tackling challenges that stretch your skills, from handling complexity, and from truly understanding how HR drives business outcomes. 2️⃣ Diversified experience > Domain restriction: Working across industries or multiple HR sub-functions—be it Talent Acquisition, L&D, Compensation & Benefits, or OD—broadens your perspective. Interestingly, solutions from one industry often spark innovation in another. What you learn in retail could transform logistics; what works in IT could enhance healthcare HR practices. Cross-industry insights can be surprisingly powerful, often in ways you wouldn’t expect. 3️⃣ Expanding your role vs switching jobs: It’s tempting to chase titles across companies, but deepening responsibility and stretching your current role often delivers more value. Taking ownership of new initiatives, leading cross-functional projects, or designing strategic interventions within your existing role accelerates growth far more than hopping for the sake of a resume. The takeaway? Your career is a portfolio of experiences—choose breadth, depth, and strategic stretch over mere chronology. Curious to hear from my network: which cross-industry or cross-function insights have transformed your approach to HR?

Before every talk, I try to find an idea that cuts through the noise. I’ve been chasing the single insight marketers—across every category—can take from the challengers rewriting the rules. And I think I’ve found it (or at least one truth). 💡 Always-on brand tracking is their unfair advantage. #Challengerbrands are everywhere right now—and they’re winning. A fragmented media landscape, lower barriers to entry, and accessible creative tools have created the perfect storm for challengers to rise. But taking on legacy players in crowded markets is never easy. The smartest challengers don’t win by outspending. They win by out-choosing. They make deliberate calls about who to reach, where to show up, and what to measure. 📈WHAT Challengers move faster than legacy brands, and their brand data keeps pace. While many established brands still rely on quarterly or annual studies, challengers use always-on tracking to spot shifts in real time. They have dashboards that make brand health—awareness, preference, sentiment—visible every day. They know what messages are sticking and where their positioning is slipping. 📈WHY Challengers stay in constant dialogue with consumers. They turn millions of daily DMs, comments, and micro-interactions into marketing and innovation insights. That’s how they uncover pain points, gaps, and opportunities before others even see them coming. 📈WHO Challengers treat their audience as collaborators, not customers. They invest in community moderation and two-way engagement, creating a brand people build with, not just buy from. 📈WHERE They know exactly where their audience lives online and which platforms they're spending most time on. They don’t rely on intuition alone. They use tools to track where conversations are happening and whether perception matches intention. 📈WHEN While legacy brands often tire of their own campaigns long before consumers do, challengers understand that repetition builds memory. They know that creative consistency, not constant reinvention, is what drives recall and trust. You can see this play out in brands like REFY and BYOMA, both redefining what it means to grow fast, stay close to their communities, and make data beautiful. (Link in comments to a recent Tracksuit webinar with loads of examples of HOW they’re doing it.) 💬 Now it is your turn: Feel free to challenge me, please. What’s one lesson all marketers can learn from challenger brands? I'd love to hear from you in one or two sentences in the comments. ⬇️  #BrandStrategy #marketing #data #partnership

Cross-disciplinary learning works because principles that solve problems in one field often solve similar problems in another. The challenge is recognizing the pattern underneath the different context. If you need better focus, look at surgeons or pilots. Better collaboration? Orchestras or sports teams. Better systems for managing complexity? Look at how air traffic control coordinates multiple moving parts without central command. Pick one book this quarter from an unrelated field. Read with a question in mind: "What principle here could I test in my work?" Talk to someone whose expertise differs completely from yours. Ask what makes something work in their domain. Listen for the underlying principle, not just the surface practice. When something works well elsewhere, ask what makes it effective and test whether that principle addresses your challenge. The solution might already be proven… just not in your field yet.

4 reasons challenger brands will win in financial services (and what I got wrong) The bigs keep getting bigger The middle is getting squeezed The boutiques get overlooked It's challenger mindsets across these tiers that will win. Here’s what Challenger brands embrace: → 1. A point of view (not just a product) Challenger brands don’t say: “We do SMID growth with a disciplined process.” They say: “The market is mispricing complexity.” Or “Mass overallocation to one market segment has created opportunity for the contrarian thinkers.” They challenge an assumption. In a world dominated by firms like BlackRock and Vanguard, a challenger cannot out-scale. But we can out-think. --- → 2. A clearly defined enemy (not a competitor) A belief A behavior A blind spot Maybe it’s closet indexing. Maybe it’s career risk. Maybe it’s over-diversification that dilutes conviction. Challenger brands pour arsenic in our coffee. They pattern interrupt. They are clear and uncommon. Asset owners and allocators lean in because that type of clarity takes courage. There is room for refreshing There is room for different Bc different is better than better --- → 3. Story-led differentiation Performance is table stakes. Process is typical (funnel to show screening the universe anyone?) Philosophy is where the Challenger magic hides. Challenger brands articulate: • Why this strategy exists • Why the thinking is unique • Why we are the people to deliver it Challengers know that the biggest status quo buster is showing up with courage to own our story, show it, and claim it. The Visibility Effect shines here When a brand puts people first On podcasts On panels On LinkedIn Because visibility compounds our capital. --- → 4. Conviction that can handle pushback If everyone agrees with us, we are not a challenger. If we do what everyone else does, we are using a playbook that wasn't built for us. Not a challenger. Challenger brands are willing to: • Lose some prospects • Polarize a little • Say what others won’t And paradoxically? That’s what builds trust. Challengers challenge. (The clue is in the name.) --- 💡 Now, here’s where I was wrong: The old narrative says a Challenger is the scrappy underdog fighting the market leader. I have met boutiques who are status quo. And bigs who are challengers. AUM is not a characteristic of challenger brands The ability to act as a Challenger isn’t reserved for small boutiques. It’s a mindset. Brands of all sizes, whatever their AUM, heritage, or history, can adopt it. If we want ambitious growth If we want to make the impact we say we desire We need to challenge the norms. 👉 What's 1 thing you see from Challenger brand?

We need "Entrepreneurial Leaders"; not just entrepreneurs or leaders. I meet many founders & business leaders and observe one aspect, that if changed can create huge benefits for the business world. Not all entrepreneurs are leaders. Not all leaders are entrepreneurial. Entrepreneurs are often idea machines; they dream big, move fast, break things, build things. But not all of them know how to lead people, build culture, or scale sustainably. Leaders, on the other hand, are great with people, process, and progress.They inspire, align, and are expert at driving execution. But many aren’t wired to take risks, challenge norms, or act with the urgency that innovation demands. The impact we see on both sides, Startups led by entrepreneurs grow fast but burn out even faster.They crash from chaos, teams burn out or tune out. Whereas corporates led by traditional leaders may stay stable but become irrelevant. They get stuck in comfort zones, growth slows, Innovation dies. But what if we foster mindset shift that creates "Entrepreneurial Leaders." People who can: - Think like a founder - Lead like a coach - Move like a startup - Build like a strategist One can certainly see that, it's the mindset problem, not DNA and hence can be altered. In my view here's how entrepreneurs & leaders can drive the shift; in thinking & in actions- Mindset shift for entrepreneurs: From “I’ll do whatever it takes” → to “I’ll build systems that scale without me.” From “It’s my vision” → to “It’s our shared mission.” From “Speed at any cost” → to “Sustainable, repeatable growth.” Mindset shift for leaders: From “Let’s avoid risk” → to “Let’s manage risk while trying new things.” From “Here’s the plan” → to “Let’s experiment and iterate.” From “Keep the business stable” → to “Let’s challenge the status quo.” Businesses, startups or small, medium & large corporates will see higher success & sustainable future when entrepreneurs will learn to lead & leaders will learn to think like entrepreneurs. I firmly believe that the future belongs to those who can both invent and inspire, build and lead, dream and deliver. So whether you're a founder, CXO, or functional leader, ask yourself: How can I build the muscle to be an entrepreneurial leader? #entrepreneurs #leaders #mindset #growth #success

𝗖𝗵𝗮𝗻𝗴𝗲 is the only constant in today’s fast-paced world. Whether it’s technological advancements, market shifts, or unexpected global events, the ability to adapt is crucial for both personal and professional growth. From my early days hustling to support my education to navigating the highs and lows of Lehman Brothers, I've learned that every experience is a steppingstone. The collapse of Lehman Brothers pushed me to upskill myself at London Business School, a decision that broadened my horizons and opened new doors. Venturing into the timber and construction materials business was my first startup and an incredible journey. Back then, there was no formal #startupecosystem available, yet somehow, I managed to get an exit when the opportunity came. This experience taught me the value of resilience, innovation, and seizing opportunities. From my own journey through various industries and roles, I’ve seen firsthand how embracing change can lead to incredible growth and opportunities. 𝘏𝘦𝘳𝘦 𝘢𝘳𝘦 𝘴𝘰𝘮𝘦 𝘬𝘦𝘺 𝘪𝘯𝘴𝘪𝘨𝘩𝘵𝘴 𝘰𝘯 𝘸𝘩𝘺 𝘦𝘮𝘣𝘳𝘢𝘤𝘪𝘯𝘨 𝘤𝘩𝘢𝘯𝘨𝘦 𝘪𝘴 𝘦𝘴𝘴𝘦𝘯𝘵𝘪𝘢𝘭 𝘢𝘯𝘥 𝘩𝘰𝘸 𝘵𝘰 𝘥𝘰 𝘪𝘵 𝘦𝘧𝘧𝘦𝘤𝘵𝘪𝘷𝘦𝘭𝘺: ① 𝕱𝖔𝖘𝖙𝖊𝖗𝖘 𝕴𝖓𝖓𝖔𝖛𝖆𝖙𝖎𝖔𝖓: Embracing change encourages us to think outside the box and explore new solutions. Innovation thrives in environments where change is welcomed and seen as an opportunity rather than a threat. ② 𝕰𝖓𝖍𝖆𝖓𝖈𝖊𝖘 𝖆𝖌𝖎𝖑𝖎𝖙𝖞: In a rapidly evolving market, agility is a key competitive advantage. Companies that adapt quickly to changes in consumer behavior, market trends, and technology are more likely to succeed. ③ 𝕭𝖚𝖎𝖑𝖉𝖘 𝕽𝖊𝖘𝖎𝖑𝖎𝖊𝖓𝖈𝖊: Change can be challenging, but it also builds resilience. Facing and overcoming obstacles strengthens our ability to handle future challenges with confidence and poise. ④ 𝕻𝖗𝖔𝖒𝖔𝖙𝖊𝖘 𝕷𝖊𝖆𝖗𝖓𝖎𝖓𝖌 𝖆𝖓𝖉 𝕲𝖗𝖔𝖜𝖙𝖍: Continuous learning is essential in a world that’s constantly changing. By embracing change, we open ourselves up to new experiences, skills, and knowledge that can propel us forward. ⑤ 𝕯𝖗𝖎𝖛𝖊𝖘 𝕻𝖊𝖗𝖘𝖔𝖓𝖆𝖑 𝖆𝖓𝖉 𝕻𝖗𝖔𝖋𝖊𝖘𝖘𝖎𝖔𝖓𝖆𝖑 𝕯𝖊𝖛𝖊𝖑𝖔𝖕𝖒𝖊𝖓𝖙: Change often pushes us out of our comfort zones, encouraging us to develop new skills and perspectives. This growth mindset is essential for personal and professional development. ⑥ 𝕴𝖒𝖕𝖗𝖔𝖛𝖊𝖘 𝕻𝖗𝖔𝖇𝖑𝖊𝖒-𝕾𝖔𝖑𝖛𝖎𝖓𝖌 𝕾𝖐𝖎𝖑𝖑𝖘: Adapting to change requires creative problem-solving and critical thinking. These skills are invaluable in navigating the complexities of today’s business landscape. Embracing change is not always easy, but it is essential for staying relevant and thriving in a dynamic world. By adopting a proactive approach to change, we can transform challenges into opportunities and continue to grow and succeed. Here’s to embracing change and thriving in the face of challenges! #ChangeManagement #change #Innovation #Agility #ProfessionalDevelopment

As an #entrepreneur, I’ve come to realise that embracing change isn't just a necessity; it’s a lifeline. Here’s my personal journey into the transformative power of adaptability: 1️⃣ The #Resilient Pivot In the early days of Aceleron, securing initial capital was a monumental challenge. I remember writing (and winning) our first grant proposal at Aceleron, Project ZEBRA. This was a stressful and high-stakes task, but it taught me the importance of strategic pivots. Embracing new directions opened up unforeseen opportunities and ultimately led to our first major project. 2️⃣ #Agility in Action Navigating through evolving landscapes wasn't always smooth. I juggled two full-time roles simultaneously, dealing with non-performing partners and internal conflicts. Yet, this agility allowed us to respond swiftly to market shifts and emerging trends, crucial for our survival and growth. 3️⃣ #Learning Through #Change Every twist and turn brought invaluable lessons. From the heartbreaking withdrawal of a £3m funding offer right before Christmas to managing a cash flow crisis, I learned that adaptability is about evolving to thrive. These experiences were tough classrooms, but they made me a better leader. 4️⃣ #Innovate or #Stagnate The pressure to innovate was relentless. When faced with underperforming team members or challenging stakeholders, I realised that stagnation could lead to obsolescence. Embracing change became our catalyst for creativity and forward momentum, even when it meant making difficult personnel decisions. 5️⃣ #Cultivate a Culture of Adaptability: Building Aceleron, and now Gauge19, was about fostering a culture that welcomes change. It wasn't always easy, especially during the pandemic, but creating an environment where everyone felt empowered to contribute to the evolution of ideas was crucial. Managing team dynamics and ensuring everyone felt part of the journey was a constant but rewarding challenge. I'm keen to hear how has embracing change shaped your entrepreneurial journey? -- 🔔 Like my content and want to see more? Follow or connect: Amrit Chandan ♻ Found this post useful and think your network will too? Please hit that repost button. #Entrepreneurship #Adaptability #Innovation #BusinessGrowth #FoundersMindset

𝗔𝗻 𝗘𝘆𝗲-𝗢𝗽𝗲𝗻𝗶𝗻𝗴 𝗪𝗲𝗲𝗸: 𝗟𝗲𝘀𝘀𝗼𝗻𝘀 𝗶𝗻 𝗔𝗱𝗮𝗽𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗮𝗻𝗱 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 Last week, I had an insightful conversation that highlighted the challenges of growth, adaptability, and leadership in the dynamic world of startups. In the early days of a startup, roles are often fluid, and titles can sometimes be more aspirational than functional. I recently spoke with a CXO from a startup who had been with the company since its inception. Back then, he had the privilege of wearing a "fancy" title because there were no rigid structures or hierarchies in place. However, as the organization scaled and matured, so did its structure and expectations. Now transitioning into a new role where he reports to someone other than the founder, he found himself stepping into unfamiliar territory—taking charge of sales to drive accountability. This was far outside his comfort zone and expertise. Struggling with this shift, he decided to resign, perhaps expecting the company to retain him in his previous capacity. But to his surprise, the leadership was clear: this is the new organizational structure, and these are the expectations moving forward. To his credit, he chose to rise to the challenge rather than walk away. Despite never being a "sales guy," he has taken ownership of his new responsibilities and is determined to deliver results. This story is a powerful reminder of several things:    - 𝗔𝗱𝗮𝗽𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗶𝘀 𝗸𝗲𝘆 𝗶𝗻 𝗮 𝗴𝗿𝗼𝘄𝗶𝗻𝗴 𝗼𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻. Titles and roles evolve as companies scale; what got you here won’t always get you there.   - 𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 𝗶𝘀 𝗮𝗯𝗼𝘂𝘁 𝘀𝘁𝗲𝗽𝗽𝗶𝗻𝗴 𝘂𝗽, 𝗻𝗼𝘁 𝘀𝘁𝗲𝗽𝗽𝗶𝗻𝗴 𝗯𝗮𝗰𝗸. True leaders embrace change and take on challenges head-on.   - 𝗢𝗿𝗴𝗮𝗻𝗶𝘇𝗮𝘁𝗶𝗼𝗻𝘀 𝗺𝘂𝘀𝘁 𝗽𝗿𝗶𝗼𝗿𝗶𝘁𝗶𝘇𝗲 𝗰𝗹𝗮𝗿𝗶𝘁𝘆 𝗮𝗻𝗱 𝗳𝗼𝗰𝘂𝘀. The startup's leadership made it clear that their vision for the future required everyone to align with new roles and responsibilities. For me, this was an eye-opener about how growth tests both individuals and organizations. It’s not always easy to step into uncharted waters, but it’s often where real growth happens—for people and companies alike. What are your thoughts on navigating such transitions? Have you faced similar challenges? Let’s discuss!