Joining us this episode is Claudio Finol, Chief Innovation and Strategy Officer at Fyffes — one of the world's leading fresh produce companies, owned by Japan's Sumitomo Corporation. An engineer by training with an MBA from Alliance Manchester Business School, where he also teaches, Claudio has led innovation and strategy across Chiquita, Danone, FrieslandCampina, and McBride. He brings a rare cross-industry lens to the discipline — part academic, part practitioner — and a conviction that strategy should sit far closer to execution than most strategy offices allow. In this conversation, we explore why the pursuit of stability, the very thing most strategy functions are built to deliver, may be the hidden weakness that brings an organisation down.
Things we will cover:

The Icarus principle applied to strategy, and why over-reliance on stability is more dangerous than over-reliance on strength
Why adaptability is less about managing change and more about constantly challenging the assumptions beneath every plan
The tension between efficiency and resilience, and why real resilience demands a degree of redundancy by design
The "velocity of risk" — not just how big a threat is, but how fast it can surface, from steady regulation to a blind side like DeepSeek
How to reframe risk as opportunity, and why the risk function and strategy function need to work in concert
Reconciling a fast-moving external environment with long-horizon ownership expectations
The Chief Strategy Officer as "chief reminder officer" — keeper of a living, adaptive process rather than the executor of a fixed plan

From the Icarus principle to the chief reminder officer, Claudio draws on experience across some of the world's best-known consumer and industrial brands to make a grounded case that the real work of strategy is never finished — because the assumptions underneath every plan are always shifting.
Episode Timeline:

Additional Resources:

LinkedIn: https://www.linkedin.com/in/claudiofinol/
Fyffes: https://www.fyffes.com
Learn more about Outthinker's community of chief strategy officers - https://outthinker.com/
Follow us on LinkedIn - https://www.linkedin.com/company/outthinker-networks

Thank you to our guest Claudio Finol for such a thoughtful and genuinely practical conversation.

• Learn more about Outthinker's community of chief strategy officers - https://outthinker.com/
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Joanne Sheppard is a strategic advisor to the Holzbrinck Group — the German family holding company behind Macmillan Publishers, Springer Nature, and Die Zeit — and a board member across several of its owned and invested companies. Her career spans publishing, M&A, and corporate strategy, and she brings an unusually wide lens to her work: graduate study in English literature, executive education in AI and innovation at MIT, positive psychology from Penn, and board governance through INSEAD.

In this conversation, we explore why AI adoption stalls inside large organisations — and why the answer has far less to do with technology than most leaders assume.

Things we will cover:

• Why AI adoption is fundamentally a change management problem, not a technology problem
• How to build the psychological safety that makes experimentation and upskilling possible
• What IKEA and JP Morgan can teach us about bringing employees along on the journey
• How to think about reinvesting the productivity AI frees up — and why that decision deserves a quarterly board conversation
• The architects, bridgers, and catalysts framework for understanding the role of leadership in driving adoption

From employee resistance to board-level strategy, Joanne draws on real experience inside a complex, decentralised organisation to offer one of the most grounded and human-centred perspectives on AI adoption you'll hear.

• Learn more about Outthinker's community of chief strategy officers - https://outthinker.com/
• Follow us on LinkedIn - https://www.linkedin.com/company/outthinker-networks

Today’s guest is Adam Zalisk, Chief Strategy Officer at Amplify — a pioneer in K–12 education since 2000. Today, Amplify serves more than 10 million students across all 50 U.S. states, delivering next-generation curriculum and formative assessment in ELA, math, and science.

In this conversation, Adam reflects on what changes when strategy becomes a formal role inside a growing organization. Rather than treating strategy as a static plan, he frames it as a set of clear commitments tied to an explicit end state — and explains why ambiguity around those commitments is often what causes companies to struggle as they scale. He also introduces a practical framework for understanding why strategy offices emerge in the first place, helping leaders distinguish between different strategic needs and translate strategic thinking into real organizational traction.

Things we’ll cover:

• How Adam defines strategy in growth-stage companies
• The four distinct reasons organizations create a strategy office
• What leaders are actually looking for when they say, “we need strategy”
• How a strategy office avoids becoming an internal order-taker
• Where strategy functions most often lose — or earn — credibility

This episode is a practical guide for CSOs navigating growth, ambiguity, and rising organizational complexity. If you’re wrestling with focus, alignment, or execution as your organization scales, this conversation will sharpen how you think about the role — and the impact — of strategy.

• Learn more about Outthinker's community of chief strategy officers - https://outthinker.com/
• Follow us on LinkedIn - https://www.linkedin.com/company/outthinker-networks