Rada Rodriguez talks growth strategy with Jesper Isaksen of FSN Capital. Why most companies can't say where growth will actually come from, how capital allocation exposes the gap between strategy and reality, and why simplification and decentralization matter most as companies scale. A boardroom view on what real strategic clarity requires.

Middle management is where transformations succeed or quietly stall, long before boards can see it. Rada Rodriguez and Jesper Isaksen, Partner and Head of Talent at FSN Capital, on the risks boards miss and what it takes to build real alignment from C-suite to shop floor.

Acquisitions fail not at the negotiation table but after it. Rada Rodriguez and Jesper Isaksen on what founders know, why transparency gets misread as distrust, and what it actually takes to preserve the culture you paid for.

Rada Rodriguez and Jesper Isaksen, Partner at FSN Capital, discuss what active ownership really means in transformation. From the troika governance model to middle management and capital allocation, this conversation covers what boards and owners need to stay close to reality.

Rada Rodriguez shows how technological disruption reshapes corporate governance. This article focuses on how boards align strategy, investment, and execution to sustain direction over time, and why governance, not innovation alone, determines success in periods of transformation.

Rada Rodriguez examines how transformation reshapes influence inside organizations. As roles, incentives, and power shift, resistance often emerges in subtle ways that affect execution. This article explores why aligning culture, talent, and decision-making dynamics is critical to sustaining transformation.

Rada Rodriguez explains why technology rarely destroys companies but exposes where strategy no longer holds. The real risk lies in delaying change while the core still performs. She examines how strategic inertia develops, why assumptions must be challenged early, and why capital allocation determines whether transformation becomes real.

In industrial technology companies, disruption reshapes business models rather than replacing products. Rada Rodriguez explains why boards must move from oversight to ownership, focusing on capital allocation, strategic priorities, and how to detect early signals of transformation.

Technological disruption often reaches the boardroom too late. Rada Rodriguez explains why governance structures create a structural lag in detecting disruption and how boards can improve oversight by focusing on business model assumptions, competitive dynamics, and strategic risk discussions.