Business organizations and their talent development leaders are still dealing with the long-term impacts of the post-pandemic world where some people remain working remotely and others are back in the office five days a week. If you haven’t noticed, things are very different, and there are many leaders who will say that they are getting worse and not better.

One of the more fascinating leadership challenges of this new normal is that some skills that were previously (before the pandemic) taken for granted are needed more than ever but the problem is not enough people working in an organization know what to do.

Take for example the skill of being able to work across the organization. Pre-pandemic, that meant someone from manufacturing walking over to their colleague in the supply chain, having a brief conversation, together calling up the salesperson to confirm the forecast, and then grabbing a coffee with the distribution team to make sure the orders will be delivered on time the next morning. In our new reality, too many of the people working remotely don’t have strong personal relationships with each other and are not able to get things done in an informal, organic, and productive way that transcends the enterprise.

Something fascinating happened today during one of the Board of Directors presentations that was the culmination of a 4-month business acumen training program. The purpose of the Board of Directors presentations was for each team who had run their simulated company over 5 simulated years to share their strategy, goals, objectives, accomplishments, and guidance looking forward.

Typically, these presentations are very good, but also very straightforward. Well, today, things got a little interesting for one of my teams…

They opened their presentation with the following, “Board of Directors, we stand here before you today humbled. Humbled by our failures, humbled by our behaviors, and humbled by your support of us to fix things and bring our company forward with such great results. During the first three years of our tenure, we did not get along. As a matter of fact, several of us stopped speaking to each other because of the arguments we were having about our strategy and metrics of success. It was an awful, gut-wrenching experience and there were several times each of us was ready to quit the simulation and the program.”

“However, by the fourth year, we got our act together, created alignment, understood our customers, created the perfect value proposition, and executed flawlessly. We went from tears of pain to tears of joy and as you know, we have achieved the highest total shareholder return in our market with an over 125% return including dividends.”

I had the opportunity to spend some great time with one of our manufacturing clients at a General Manager Business Acumen training program in Shanghai last week. The purpose of the program was to develop their strategic leadership and business acumen skills further so that they could address another challenging year in 2025.

In our program, we utilize a highly customized business simulation to present the participants with the chance to learn by doing and take their key learnings right back to the job in terms of “bridge-backs.” One of the most important concepts we focused on was free cash flow.

I am pleased to share some of the learnings and takeaways in the blog as a way of sharing with our Advantexe community. Here are five key reasons why free cash flow is going to matter a lot more in 2025:

We just finished a Business Acumen workshop for one of our heavy manufacturing clients. During the 3^rd round of their customized business simulation, we had prepared a “wobbler” for the purpose of having the senior leaders feel and discuss the impact of a significant interest rate cut after a full year of near recession cooling down. We wanted the conversation and the actions to focus on “saving” the business year in terms of the guidance the simulated teams had provided to their simulated shareholders and board of directors.

After the round, we processed what happened and had a nice 45-minute “bridge-back” discussion to plan actions to take the key learnings back to the real world.

I took a lot of notes and am pleased to share some of the interesting findings and insights.

Here are five thoughts on, “Can cutting interest rates significantly impact Q3 and Q4 performance?”:

Advantexe delivers many business acumen training programs for our clients in the automobile industry including clients who manufacture cars, clients who manufacture tires, and clients who supply the paint to new and refurbished cars.

Overall, the automotive industry has been volatile as it is still recovering from the pandemic and all the issues surrounding it. One of the more interesting aspects of where the market is right now is the deliberate and intentional choice of manufacturers to scale back on the production and forecasts for electronic vehicles.

For the last decade automakers such as Tesla, General Motors, Ford, and Toyota have been spending billions of dollars in the race to develop electric vehicles and build factories to produce them, with expectations that consumers would flock to these cars.

However, during the past 12 months, the growth rate of electric vehicle sales has slowed sharply as some car buyers have hesitated at the high prices of electric cars and trucks and the hassles of charging them, especially on long trips.