This week, I had the privilege of facilitating a customized simulation-centric workshop for a group of global R&D leaders. These are some of the brightest minds in the innovation world; scientists and engineers who thrive on curiosity, experimentation, and thinking outside the box. For decades, their mandate has been clear: explore, discover, and push the boundaries of possibility.

It’s in their DNA, and it’s what drives breakthrough innovation. But as this session shifted into topics of business acumen—strategic thinking, financial management, and profitability—the conversation took a surprising and profound turn.

During a simulation debriefing, one participant asked:  “When is it time for a company to stop learning and start executing on the innovative products we already have? When do we just say no to endless experiments? When do we apply the discipline of operational effectiveness to deliver breakthrough products to market and cool the waste on projects that will never see the light of day?”

Wow. In all my years of leading Business Acumen programs for R&D audiences, I had never heard the question framed so directly. And yet, it’s exactly the kind of tension organizations need to face: balancing the pursuit of new ideas with the responsibility to deliver value.

Here are five pivotal moments in the innovator’s business cycle when it’s time to stop “learning” and start executing:

In today’s global economy, business doesn’t just run nine-to-five—it runs twenty-four-seven. Projects don’t pause when the sun sets in one region; they simply shift to another time zone. For leaders, this nonstop reality brings not only challenges of balance and stamina, but also enormous opportunities to create efficiency, protect margins, and strengthen cash flow.

The refrain has become all too common. Anytime you ask a colleague, customer, or someone you are meeting for the first time how they are doing, the answers all seem to be the same:

• “It’s been crazy.”
• “I’m so exhausted from working extended hours.”
• “It just doesn’t stop.”

For many professionals, the days never seem to end as work bleeds from Europe to the U.S. to Asia. Colleagues I speak with,  and I can personally attest to it, often log 16–18-hour days that transcend multiple time zones.

Much has been written about how to cope with this phenomenon from a health or leadership perspective. But not much has been written from a business acumen perspective: What are the operational, financial, and strategic implications of a global workforce stretched across time zones?

Here are five best practices leaders should know about working across multiple time zones.

 Three Big Learnings from Q2 Earnings Calls - Part Three

Three Big Learnings from Q2 Earnings Calls - Part Two

In Part One of this series, Valuations and Market Capitalization,  we explored the first of three key themes I’ve observed after completing twelve Decoding the Earnings Call (DTEC) sessions for Q2 2025. These sessions span industries from specialty chemicals to pharmaceuticals, high tech, and professional services, and they all share a common goal: helping leaders connect financial results, strategic execution, and market realities.

The DTEC workshop is a business acumen masterclass that builds on the skills participants develop in our simulation-centric training programs. By examining what Wall Street is saying, how executives deliver their quarterly story, and what the numbers reveal, participants learn how to spot patterns, evaluate trade-offs, and link business choices to shareholder value.

Part One of Three

Valuations and Market Capitalization

This week, I will complete my twelfth Decoding the Earnings Call (DTEC) session for Q2 2025, working with a diverse portfolio of clients across industries, including specialty chemicals, pharmaceuticals, high tech, professional services, and more.

The  DTEC workshop is a business acumen masterclass designed to help learners apply the skills they’ve gained in our simulation-centric training programs. A typical session includes:

• An overview of what Wall Street is saying about the company
• An analysis of how executive leaders are delivering the message and results for the quarter
• A deep dive into the “story behind the numbers” by letting the financials speak for themselves

Participants learn to listen for strategic clues, spot execution strengths or gaps, and connect market performance to business decisions.