Your strategy was built around your people in a context that is no longer there.
You have less certainty about what they will do with the year ahead of them than you have ever had.
The roundtable
A closed room for senior leaders navigating the gap between the people capacity their strategy needs and the one they are actually building.
Eight to twelve CEOs, COOs and MDs. Chatham House rules. No slides. Half a day. 10X is embedded inside the management and management layers of organisations navigating this simultaneously. We bring what we are actually seeing. You bring what you are living.
8–12
leaders
Closed
Chatham House
Curated
not scheduled
The question this room is built around
“The organisations that will have the people capacity to execute in three years are developing it now. The ones that will not are losing the people they need to develop, one twelve-month decision at a time. How do you build the pipeline your strategy depends on when the people you are building it from have a completely different relationship with staying than any previous generation?”
Where is your people capacity most at risk and how visible is that risk to your leadership team?
What is the gap between what your organisation offers and what your people, particularly your younger cohorts, are actually looking for from work right now?
How do you develop the managers who retain and develop people when those managers are themselves part of the generation you are trying to understand?
I have people I cannot afford to lose who are quietly deciding whether to stay. And I do not fully understand why, or what would change their mind.
What 10X puts on the table
We are embedded inside organisations navigating this right now. Here is what we are seeing.
20%
Global employee engagement. The lowest it has been since 2020.
Gallup, 2025. Manager engagement has fallen 9 points since 2022. The estimated cost in lost productivity: $10 trillion annually. This is not an HR statistic. It is a business performance crisis.
01
The gap between how fast organisations lose capable people and how fast they develop replacements is larger than most senior leaders realise.
We see both sides simultaneously. We will be specific about what that gap looks like and where it tends to open first.
02
The motivation and engagement problem is almost always a management quality problem. Organisations are running surveys and acting on the results when the only thing that moves the needle is whether their managers can have the conversations that actually matter to the people under them.
03
The generation now making up the largest portion of most workforces has a different relationship to work, to loyalty, and to what a job is supposed to give them. Organisations applying previous-generation frameworks to this cohort are managing a problem that the framework was not built for.
04
The gap between what managers believe the experience is and what people actually report is larger than most management teams know. Exit interview data is not honest data. We see the honest version from inside.
05
The organisations building strong people capacitys share specific management layer characteristics. It is not about pay or perks. We will share what we are actually seeing in the organisations getting this right.
Who should be in this room
This room is for you if the headline stopped you.
If you are carrying more private uncertainty about your people than you are able to project publicly, this is the conversation you need to be in.
CEOs, COOs and MDs whose strategy depends on having the right people in the right roles within 18 to 36 months
Leaders who are watching good people leave and cannot fully close the gap between what their organisation is offering and what those people actually need
Senior leaders who know something has shifted in how their people are showing up and have not yet found the right way to respond to it
People who want a frank conversation with peers about the reality of building people capacitys in conditions previous frameworks were not designed for
The room is being built. Apply to be in it.
Apply to be considered
If this is the conversation you need to be in, tell us.
We take applications, identify the group whose experiences will both complement and push each other around this question, then we invite. We will reach out when we believe the room is right for you.