The board wants a plan. Your team wants direction. The market wants confidence.
And you are navigating conditions that none of your planning frameworks were built for.
The roundtable
A closed room for senior leaders making consequential decisions in a genuinely uncertain environment.
Eight to twelve CEOs, COOs and MDs. Chatham House rules. No slides. Half a day. 10X works inside the management and leadership layers of organisations navigating this. We bring what we are seeing from inside.
8–12
leaders
Closed
Chatham House
Curated
not scheduled
The question this room is built around
Most strategic frameworks were built for a world where doing more analysis eventually produced more certainty. That world has gone. The uncertainty most senior leaders face right now does not resolve with more information. How do you lead well, make good decisions, and hold an organisation together when genuine certainty is no longer available?
How do you make consequential decisions when the conditions that made previous decisions legible have changed?
What does good leadership look like when performing confidence you do not have is increasingly unsustainable?
How do you build an organisation that can move and adapt when direction from the top is itself uncertain?
“I am expected to project certainty I do not have, to people who need it, about conditions I cannot control. I have never been here before and neither has anyone in my leadership team.”
What we hear from senior leaders, privately.
What 10X puts on the table
We are embedded inside organisations making decisions in this environment right now. Here is what we are seeing.
01
The organisations navigating uncertainty best have distributed decision-making capability through the management layer.
When conditions shift, they do not freeze waiting for direction from the top. That is not a cultural accident. It is a structural choice. We will share what that looks like from the inside.
02
Most senior leaders are privately holding uncertainty they cannot resolve with more analysis. The current macro environment does not clarify with more information. We see how that is landing inside organisations and the behavioural consequences at every level of the management chain.
03
Revenue confidence has softened across most of the organisations we work with. The pressure to restructure cost bases is rising simultaneously. We see how organisations are navigating the tension between protecting capability and responding to cost pressure, and where the decisions being made now are creating problems twelve months from now.
04
The planning assumptions built into most three-year strategies were written when the operating environment looked different. We see from the inside how organisations are renegotiating those assumptions and what the conversations between boards and leadership teams actually look like when the original plan no longer holds.
05
The simultaneous nature of what is happening right now is genuinely new. AI disruption, workforce change, geopolitical volatility, and cost pressure are all operating at once and interacting with each other. We see the compound effect in the management layer. We will put what we are observing on the table.
Who should be in this room
This room is for you if you recognised something in that headline.
If you are carrying more private uncertainty than you are able to project publicly right now, this is the conversation you need to be in.
CEOs, COOs and MDs making consequential decisions in an environment their strategic planning process was not designed for
Leaders whose confidence in their twelve-month plan has shifted materially in the last six months
People who want to talk honestly with peers about how to lead well when certainty is not available
Senior leaders looking for practical ground-level insight from inside organisations facing the same environment, not frameworks or theory
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.