The Two Concepts Every Future-Ready Organization Must Master
These concepts were at the core of my recent speech to the City of Helsinki — concepts that, in my view, should be at the core of any individual or organization that wants to win in the future:
Potential and Responsibility.
💎 Potential.
For years, work has been shaped by efficiency, optimization, and performance metrics — and at times, by being asked not to think too much. But that era is ending.
As AI increasingly handles the linear, the repetitive, and the predictable, the real competitive edge shifts back to us — to our minds, our creativity, our ability to combine ideas that don’t usually belong together, and our capacity to solve complex problems with insight rather than repetition.
The future is not only linear. It requires us to become more comfortable with the abstract.
This is the biggest opportunity individuals have had in decades to show who they truly are — and for companies to create exponential growth as old structures are being reformed.
💎 Responsibility.
But on the other side of this new freedom is responsibility.
How am I using my time when I work remotely? How do I invest my energy? Do I truly know my strengths? Am I spending my days on tasks that drain my potential — and quietly lead to underperformance? How am I developing myself to stay relevant in a changing world? How do I influence the emotional climate of my team and organisation? Same requirements stand for companies.
These are not soft questions. They determine whether potential becomes power — or stays unused.
This is the core of my new keynote: a talk for organisations that want to grow their people, strengthen their culture, and prepare for a future where we have the courage to talk openly about both the opportunity and the responsibility of this new era.
Those individuals and companies will be the future-ready — the antifragile, to borrow Nassim Taleb’s term — able not just to survive change, but to seize it and become stronger because of it.
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I’m Camilla, and my passion is to normalize emotions in our work life and society. I do this through speaking — combining my own illustrations, ongoing research, and insights from working with over 500 companies on understanding and leading emotions.
