From Intention to Global Impact: Dr Omid Aschari redefines Leadership with Purpose

Prof. Dr. Omid Aschari is the Founder and Chairman of ASG Strategy Group AG, a consultancy based in St.Gallen that specializes in executive coaching, leadership development, and organizational transformation, with global clients including UHNW family offices and major corporations. He is a Senior Advisor at the United Nations Global Compact‘s Principles for Responsible Management Education (PRME), contributing to the development of global standards for responsible leadership education.

He is renowned for his leadership in global management education. From 2003 to 2024, Dr Aschari was the Managing Director of the Master in Strategy and International Management (SIM-HSG) program at the University of St.Gallen, Switzerland – which is ranked among the world’s top management programs.

Dr Aschari offers powerful advice, profound knowledge and insightful perspectives on Leadership with Purpose, explaining how leaders can elevate Intention into meaningful Global Impact.

In conversation with Prof. Dr. Omid Aschari:

1.      Your style of leadership has influenced many—how has it evolved over the years, and what significant moments have shaped it most?

Leadership is not a fixed trait or a single style—it is a dynamic, evolving holistic practice shaped by experience, context, and intentional growth. This evolution may be described with a powerful metaphor: leadership styles are like golf clubs. “You don’t play an entire golf course with just one club. Similarly, effective leadership requires knowing when to draw on different styles, depending on the situation. The good news is its mastery can be learned.

In the early stages of a career, many leaders lean into performance-driven approaches. These styles often prioritize outcomes, metrics, and execution indicators. They are essential—particularly in high-pressure or results-oriented environments—but they don’t tell the whole story.

With time, leaders ideally become more versatile. They develop the maturity to shift between democratic, coaching, visionary, or even directive approaches, as needed. This is what’s often referred to as situational leadership—an adaptable and context-aware way of leading.

Yet beyond technical adaptability, there is a deeper transformation that comes with maturity: leading with presence. “Today, I would say leadership is less from performance indicators and more from presence. And leading with presence isn’t just about achieving goals—beyond that, it’s about transforming lives.”

This shift marks a significant evolution: from managing tasks to modelling values, and from meeting expectations to inspiring growth. It’s leadership not just as action, but as influence and embodiment. Ultimately, true leadership isn’t about style in isolation—it’s about awareness, planning and execution with both skill and humanity.

2.      Who or what has been a defining influence in your academic and professional journey?

I see myself as a global citizen. “I have Persian roots, a European upbringing, and have studied and worked in Austria, Switzerland and the U.S. More so, I have been working with a multitude of executives and young professionals all over the planet.” This multicultural exposure has not only broadened my worldview but also deepened my understanding of human behavior and leadership across cultures.

Throughout my journey, I have drawn inspiration from individuals whose lives exemplify clarity, creativity, and courage. One of the influential figures was the late Soheil Bushrui, an internationally respected scholar and translator of the works of Kahlil Gibran. “He inspired me with his clarity of thought and his fearless way of expressing ideas. From him, I learned the importance of using creativity to make myself understood—and of finding joy in the work itself.”

That integration of purpose and enjoyment—of daring expression and disciplined leadership—became a defining theme in shaping my own path. But equally formative was my early awareness of what it means to be in the minority.

“As a child, I knew I belonged to a minority group. And as a leader, you are also in the minority—at least in the beginning. Real leadership often means standing up for principles or ideas that others haven’t yet seen or embraced.”

This is where true leadership is tested—not when one enjoys broad support, but when one must champion an emerging vision in the face of skepticism. “Take Steve Jobs for instance, everyone thinks you’re crazy—until the idea flies, and then, of course, they applaud.”

My belief in principled leadership was further shaped during my studies in California in the 1990s, where I was mentored by management legend Peter Drucker. From Drucker, I gained a lifelong respect for systems thinking—the ability to see the invisible structures beneath organizations and ideas.

“Systems are like unseen frameworks. Being able to connect dots and understand how various elements fit together—before something even takes full shape—is critical. It’s a more holistic way of thinking.”

Another cornerstone of my leadership philosophy is ethics—not as theory, but as practice. “You cannot teach ethics by simply talking about it. You must live it. And yes, that can limit you in certain ways—but only in appearance. What looks like a sacrifice to others can actually be liberating.”

When leaders make intentional ethical choices, they gain a clarity and consistency that builds trust. “People understand you differently when your values are visible in your actions. You become more resilient. More straightforward. And in the end, far more impactful.”

3.      You’ve helped build a globally top-ranked educational brand – what inner convictions drove that effort from idea to global recognition?

The heart of my life’s work and philosophy can be distilled into a single, enduring belief: “Friendship is invaluable.” More than a sentiment, it’s a guiding principle that shapes how I see leadership, education, and the creation of knowledge itself.

Over decades of experience, I have come to view knowledge not as an end in itself, but as a powerful tool for empowerment—one that should ultimately serve a higher purpose: fostering comradeship and unity.

“Everything I do, whether it’s thought leadership, knowledge creation, empowering others, or enabling people to act independently, has one shared goal: to build a sense of unity among people. Because without unity, nothing is sustainable. Everything you’ve built will eventually fall apart.”

There is a vital distinction—unity is not uniformity. History has repeatedly shown the failures of forced sameness. True unity allows for difference, even thrives on it. It’s about making space for diverse perspectives, values, and priorities while finding a shared direction forward.

In this sense, leadership becomes the art of alignment—bringing together people from different walks of life and enabling them to see a common purpose. “You can have engineers, business minds, artists, scientists—each with a different lens. But if you quarrel over whose worldview is superior, you miss the point entirely.”

To make this idea tangible, I can suggest a powerful analogy: “It’s like light. Light is made up of different wavelengths—colors, if you will. If you start arguing about which color best explains the world, you forget why light exists in the first place. It’s there to create clarity, to illuminate, to move us forward, together.”

That is the ultimate role of education. Not just to produce specialists, but to foster understanding across differences. When education helps people converge—while honoring their distinct perspectives—it builds the kind of unity that can drive lasting progress.

4. In today’s rapidly shifting global landscape, how do you define strategic leadership that truly matters?

Strategic leadership is not just about long-term planning—it’s about developing the foresight to see the future condition you want to create, and then navigating the pathways that lead toward it. It’s a discipline rooted in both vision and pragmatism, requiring leaders to act today while thinking far ahead.

“Strategic leadership means seeing the end in the things you do. You envision the outcome you want, then map the possible pathways to get there. That’s what strategy is—it’s direction, not just intention.”

But in today’s fast-moving and unpredictable world, strategy demands more than linear planning. It means holding paradoxes: being both decisive and reflective, visionary yet grounded. “You need to talk about future possibilities with people, but also ask: what do we need to do tomorrow so we don’t stumble over small pebbles?”

This balancing act is central to modern leadership—having a broad view of the landscape while staying agile in the details. Equally vital is understanding systems. Strategic leadership cannot succeed within silos. Instead, it must take into account how each part of an organization—or society—relates to the broader ecosystem.

“You don’t win the war of business by fixing a suboptimal process in isolation. You need to understand how that process fits into the whole system. And the more responsibility you hold, the more you’re called to fix systems—not just symptoms.” Yet even the most elegant strategy or well-tuned system will fail if it ignores one critical factor: culture. I always emphasize the importance of aligning people through shared values and purpose. Without that strategy remains disconnected from the human foundation that drives it forward.

As I recall from the wisdom of my mentor, Peter Drucker: “Culture eats strategy for breakfast.” Culture is not a byproduct—it is a core condition for strategic success. It shapes the trust, cohesion, and alignment that allow strategy to take root and flourish.

5.      How do you see purpose as a driver of long-term strategy in organizations under pressure to deliver quickly?

The most effective organizations are not those with the flashiest strategies or the most complex systems—they are the ones that operate with deep-rooted purpose.

“In my work, I see that organizations with a clear purpose actually move faster. Purpose is like a compass. Even if you don’t know the full map or the shifting business landscape, when you know where your ‘north’ is, you can move with clarity and confidence.”

Purpose is not about slogans or vague ideals. It’s the gravitational center that pulls decision-making into alignment. Strategy, planning, and systems shape the terrain of execution — but it is purpose that serves as the unwavering compass, guiding long-term direction.

That clarity is crucial in making consistent choices, which I see as the essence of strategy itself. “Purpose gives coherence to your choices, and choices are the foundation of strategic work.”

As the late Peter Drucker used to say, it is imperative to regularly probe the “why” behind what we do. Drucker reminded executives to revisit the theory of their business every two to three years:

• Why are we in this business?
• Should we still be in it?
• What is the core reason for our existence?

But the alignment doesn’t stop with the organization. I believe that true leadership begins with internal clarity. “A business may have its purpose, but it also needs to align with your purpose in the business. That requires deep inner work.”

This idea—of inner leadership—grounds my approach. Leaders must know their own motivations, their personal compass, to effectively embody and communicate purpose across an organization. Without that alignment, the strategy becomes fragmented, and leadership loses authenticity.

In a time of rapid change and complexity, my message is simple yet profound: Purpose is absolutely a necessity. It keeps businesses moving in the right direction, even when the landscape ahead is uncertain.

6.      What are the most common strategic misalignments you encounter when advising business leaders and family offices—and how can they be corrected?

One of the most common challenges organizations face is a misalignment between declared values and the day-to-day decisions that define their operations. “Values are fueled by what truly matters to you. But it’s the daily decisions and actions that operationalize those values—and that’s where many leaders fall out of sync.” This gap often leads to confusion within teams and undermines leadership credibility. When there’s inconsistency between what is said and what is done, trust erodes and direction becomes unclear.

Recognizing this, I work closely with executives to help bring clarity and alignment back into focus. “It’s a very polite, respectful process—but also very direct. We work together to uncover where the disconnection is, and once there’s awareness, it creates space for freedom. Leaders become more confident and credible in their decisions.” This is important.

This alignment isn’t just a philosophical exercise—it has significant practical implications. Once the core values and decisions are aligned, I support leaders in rewiring their operational systems: metrics, governance models, and talent processes. It’s about closing the loop between intention and execution.

“It starts with awareness and it ends with notability—when your values are not just known, but visible in the way you lead every day.”

By turning values into action, leaders can inspire alignment across their organizations, creating cultures that are not only clear in their purpose but consistent in their behavior.

7.      What does it look like when a leader effectively translates purpose into everyday decision-making and action?

Purpose is a critical decision-making tool, especially in moments of pressure. When tough choices arise, it is purpose that must take the lead.

“When purpose drives decisions, even the toughest trade-offs become guided, you’re no longer choosing based on fear or short-term pressure, but on a clear sense of why your organization exists in the first place.”

I remember an early coaching experience that left a lasting impression. A CEO I worked with during a severe market downturn was faced with a painful dilemma: how to meet quarterly financial targets without betraying the core values of his company. While some leaders might default to aggressive cost-cutting, this CEO—who also happened to be the company’s founder—chose a different path.

Rather than act unilaterally, this CEO turned to his employees. He said to them, ‘You trust me—but for this trust to hold, I need to explain things clearly and openly. We don’t have much time, but if you need a conversation, let’s have it. And then I ask you to trust me so we can move.’

This open and purpose-driven communication built a bridge of trust strong enough to carry the company through. The workforce, approximately 450 to 500 people, agreed to defer two months of salary to help stabilize operations. It was a significant sacrifice—these were people with families and commitments—but it succeeded. The company, which worked in a highly specialized tech field building training centrifuges for the space sector, avoided collapse. The CEO retained control, layoffs were averted, and the organization went on to recover and thrive.

“It was one of my first projects and it taught me how deeply purpose and trust are linked. When people believe in why you’re acting, they can make incredibly hard choices—together.”

This story underscores a central tenet of my leadership philosophy: Purpose isn’t only about direction—it’s also about dignity. It’s what enables action in difficult times, not by bypassing people, but by inviting them into the process.

8. In your work as an executive coach, what internal changes are most crucial for leaders who want to lead with impact?

The most profound leadership transformations don’t begin in boardrooms or strategy sessions—they begin within. True change requires courage and a willingness to confront the self.

“To change internally, you must first be courageous. Fear will keep you in place. But it’s you who must decide to move.”

That decision often starts with a quiet but difficult reckoning: the courage to question long-held beliefs—not only about business, markets, and others, but about your own strengths, limitations, and vulnerabilities. These internal narratives often run deep, quietly ingrained by years of reinforcement and success.

“The more successful you are, the more people nod and applaud you. Without noticing it, you can become quite isolated—surrounded yet alone.”

Through my work with senior leaders, I create space for honest, trust-based conversations that cut through this isolation. These moments often lead to breakthrough realizations and, ultimately, to a deeper kind of leadership transformation.

One of the most critical inner shifts I encourage is what I call the movement “from ego to essence.” That means moving beyond the self-centered drive to win at all costs and instead embracing a deeper question: How can I serve—without losing myself in the process?

“It’s not about blind sacrifice or abandoning your dignity. It’s about becoming a servant leader in the truest sense—submitting your ego for the sake of meaningful impact, without erasing who you are.”

This balance—between service and self-respect, humility and integrity—is the foundation of impactful leadership. It allows a leader to act not from a place of personal gain, but from clarity, alignment, and purpose.

9.      How do you help leaders move from self-awareness and intent to measurable personal and organizational transformation?

At the heart of meaningful leadership development lies a simple but profound objective: to make the invisible visible.

“What we’re really trying to do is develop self-awareness. And self-awareness only becomes possible when you create enough distance to observe yourself—your thoughts, your behaviors, your impact—as they unfold.”

This ability to perceive yourself in motion is the foundation of transformation. It’s not just about accumulating knowledge, but about deepening presence—especially the presence to your own effect on others. That’s where real change begins.

“The most profound shifts don’t come from knowing more, but from becoming more present to your own impact.”

In my collaborative work with leaders, this process is deliberately structured yet deeply human. It involves guided self-reflection, candid feedback, lived experimentation, and continuous cycles of inquiry. With each round of reflection, leaders begin to surface unconscious patterns—and, more importantly, the space to shift them.

The real transformation, however, doesn’t happen in conversation alone. It occurs when leaders stop talking about change and begin to embody it—when others don’t just hear what they’re saying but feel it in how they make things happen. That is when intention turns into credibility, and tension becomes transformation.

“This is the inner journey of leadership. And the good news is everyone is capable of it. It’s part of being human.”

We’ve all experienced transformation in its rawest form—from birth, through growth, pain, uncertainty, and renewal. We carry the memory of change in our bones. And yet, we often resist it. Why? Because transformation is rarely comfortable.

“It’s like stepping into a cold shower. You know it’s good for you. And after, you feel alive. But it takes courage.”

That courage is what separates ordinary leaders from transformative ones. It’s the willingness to step back, to observe, to grow, and to be felt—not just heard. Because ultimately, leadership is not about projecting an image. It’s about living your impact in real time and inviting others to do the same.

10. What’s the most powerful breakthrough you’ve witnessed in your coaching work with leaders?

I can recall a particularly impactful experience with a client—a successor of a large Asian family business.

This individual had spent years, perhaps a decade, trying to meet the expectations of others. He realized that he had been subconsciously driven by the desire to live up to others’ expectations, not his own. This realization was a turning point in their work together.

The client had never fully recognized that the expectations he was constantly striving to meet were not his own. He had become disconnected from his true desires, leading him to feel out of place in his role.

Through coaching, the client underwent a profound shift in mindset. He reframed his identity from being an heir to becoming a steward of the business. This shift brought about not just innovative ideas and fresh business strategies, but also a deep sense of personal liberation.

“That clarity was like a key that unlocked both professional breakthroughs and personal freedom. Inner freedom, at its core, is an essential aspect of personal happiness.”

11. What key ingredients create high-trust, collaborative environments that scale across global teams? How can proactive collaboration be a game changer?

I recognize the importance of shared meaning and clear understanding.

Collaboration thrives on a common understanding of the challenges at hand. For example, if we’re collaborating to enter a new market, we need to ask ourselves:

• Why are we doing this?
• How does it align with our identity as an organization?
• What does it mean for us as individuals—leaders, owners—and how will it help the organization grow and prosper?

The second key component for successful collaboration is psychological safety. “Collaboration depends on transparency and honesty. But when dealing with diverse environments and cultures, creating an atmosphere of psychological safety is critical. Without it, people may be hesitant to open up, stifling the collaborative spirit.”

It is important to foster an environment where people feel safe to express themselves. “Diversity is a strength, not a risk. Acknowledging that different perspectives enrich the collaboration process is paramount. Unity of vision doesn’t mean uniformity. It means bringing together diverse viewpoints to create a common understanding of where we’re heading.”

Another key aspect of trust is that trust isn’t just a value—it’s an outcome. “Trust must be built through vulnerability. Leaders need to model vulnerability in their approach, which helps to create a sense of openness and authenticity within the team.”

I also emphasize the importance of clear rules and procedures, particularly in decision-making. Trust can be undermined when there is a lack of clarity in how decisions are made. For example, in a recent board meeting, a decision was made, but afterward, some team members felt uncertain about what the decision meant. It turned out that the team hadn’t defined what a ‘common decision’ really meant—whether it was unanimous or majority-based. Establishing clear rules for decision-making is crucial for trust and transparency.

The key is to strike a balance between structure and flexibility. You need enough structure to ensure safety and transparency but also leave room for innovation and fluid decision-making.

12. How can leaders develop cultural intelligence to lead effectively across diverse geographies and worldviews?

“By being more interested than interesting.”

One of the most essential capabilities in leadership—especially in global and diverse settings—is the ability to listen deeply and to seek context before content.

“Context shapes content. The way we understand any topic is entirely framed by the assumptions, situations, and nuances that surround it.”

If we’re talking about supply chains, we must first understand why the conversation is happening.

• Is there a cost issue?
• A disruption in logistics?
• A partnership challenge?

Without understanding the context, the content itself is disconnected and lacks relevance.

This mindset reflects a broader philosophy I offer to leadership: leading with curiosity, not control.

“Both words start with the letter C but they couldn’t be further apart in effect. Control breeds distrust. Curiosity opens the door to understanding and cultural intelligence.”

Curiosity means going beyond surface-level interactions—it’s about looking behind the curtain, being attuned not just to what people say, but to what they mean and intend. If someone says, ‘Thank you for sharing, but I’m not interested,’ a curious leader doesn’t immediately react. They reflect:

• Was that rude?
• Was it an honest expression born from trust?
• Was it shaped by the speaker’s cultural norms or simply a lack of cultural awareness?”

Reading between the lines, sensing emotional undercurrents, and interpreting intention across diverse cultural frameworks are what distinguish great global leaders from merely effective ones. These are subtle but powerful skills that help leaders build bridges across difference—something the world needs now more than ever.

13. In your experience, what organizational cultures best support purpose-driven leadership—and how can they be cultivated?

Organizations that truly support purpose-driven leadership are distinguished by one defining trait: they reward learning, not just performance.

Performance alone makes you efficient at what you’re already doing. But today’s world demands something different—it requires steep learning curves. And for that, organizations must reward the process of learning, not just the results.

This means shifting the focus from celebrating only outcomes to valuing how those outcomes are achieved. Learning, as defined in psychology, is measured not by applause or enthusiasm in the boardroom, but by repeated loops of changed behavior—observable and sustainable shifts over time. Just because your team claps at a presentation doesn’t mean they’ve actually understood or internalized anything.

True learning cultures are built through aligned, experiential leadership development. “One of the biggest mistakes we’ve made is importing school-based models into organizations. But schools themselves are evolving. Organizations must also become more agile, embedding learning into the very fabric of daily operations.”

This also means reframing how failure is perceived. “Failure should be treated as feedback. Success is often just the sum of many smart failures. The key is not to repeat the same mistake. You want people experimenting, iterating, and reflecting in real time.”

Ultimately, purpose thrives in cultures that encourage experimentation, reflection, and growth. Purpose-driven leadership can’t flourish in environments where only perfection is praised. It needs space to stumble, adapt, and learn.

14. How important is inclusive leadership for driving progress?

‘Inclusion isn’t about counting heads. It’s about making heads count.’

Especially within Asia’s multi-generational and collectivist cultures, inclusion serves as the crucial bridge between innovation and cohesion. In such environments, where community and interconnectedness are deeply valued, inclusion must do more than simply welcome diversity—it must actively balance two powerful forces.

Inclusivity in these contexts isn’t just about representation. It’s about enabling innovation while preserving the cohesion that is central to the cultural fabric.

On one hand, inclusion must stretch toward innovation—bringing in new ideas, perspectives, and voices. On the other, it must anchor teams in a shared sense of belonging and unity, so the innovation doesn’t fracture the group but strengthens it.

15. How must business schools evolve to remain relevant in preparing the next generation of responsible leaders?

We can no longer afford to prepare students for careers of the past. Instead, educational institutions—particularly business schools—must equip students for the complexities of tomorrow. A central part of this preparation involves developing the ability to recognize and understand patterns in complex systems. Unlike simple problems that can be solved once and for all, complexity is persistent and ever-evolving.

Fifteen years ago, “change management” implied a temporary transition—something to be managed and then moved past. Today, change itself is a constant. Business schools must therefore prepare students not just to handle occasional disruptions but to thrive in ongoing transformation.

Modern business education must also be deeply social. Collaboration is no longer optional; it’s a core competency. Students must learn how to learn—especially in collective environments. The traditional exam model, where problems have fixed answers already known to the instructor, is increasingly obsolete. In today’s digital world, information is just a click away. What matters more is how students engage with uncertainty, navigate ambiguous problems, and generate creative solutions.

This is where both divergent and convergent thinking come into play. While convergent thinking helps in reaching clear, defined answers—useful in specific disciplines—divergent thinking is essential for strategy and innovation. After all, strategy without real options isn’t strategy at all. By encouraging students to explore multiple perspectives and solutions, we build more resilient thinkers who can respond adaptively in unpredictable environments.

Equally crucial are three foundational skills for the next generation of business leaders: ethical reasoning, emotional intelligence, and systems thinking. These should be central pillars of any forward-looking curriculum.

Moreover, business education must become more experiential. Strategy today is no longer devised in a vacuum and executed months later. It unfolds dynamically, often in real time. Education must mirror this shift. Internships and simulations are excellent tools, but the most impactful approach is curriculum that revolves around live challenges.

Some universities have already adopted this model. For example, ETH Zurich has implemented programs where students work in small teams on real-world problems faced by organizations. Professors from different disciplines guide the students, and the curriculum is shaped around the knowledge and skills needed to tackle these challenges. This kind of immersive learning not only builds competence but relevance.

If students are prepared only for a static world, we risk making them obsolete before they even begin their careers. In today’s landscape, three months of innovation can be equivalent to seven years of change in the past. The explosive growth of AI is a case in point. As new models, applications, and frameworks emerge rapidly, learning must become a continuous process—not something with a fixed beginning or end.

Ultimately, universities need to rethink and redesign their entire value chain of learning. Business schools must evolve into dynamic ecosystems where students learn through doing, adapt through thinking, and lead with empathy, ethics, and agility.

16. You have students, the leaders of tomorrow, coming from developing nations to study in developed nations. However, many of them return to developing nations. How do they bridge that difference? Have they been prepared for a future in developed nations, or will they still be able to apply that learning when they go back and then operate in a system that is remarkably different in developing countries?

A crucial dimension business schools must embrace is the development of global citizens. Fostering a global mindset isn’t just a value-added feature—it’s a necessity in today’s interconnected world. There are several ways to cultivate this perspective. Some universities, for instance, require students to spend each term on a different continent, exposing them to a variety of cultural, economic, and organizational contexts. Others offer double degree programs or collaborative partnerships with international institutions.

For students uncertain about where they will eventually live or work, the opportunity to experience multiple regions firsthand should be a decisive factor in choosing a business school—more so than simply the strength of the school’s brand. A prestigious name means little if it fails to connect with the realities and environments where students will ultimately build their careers.

Of course, faculty expertise remains important. But even more critical is how faculty members design the learning experience. The real value lies in their ability to bridge academic content with real-world, global contexts. When educators bring international businesses, stakeholders, and challenges into the classroom, they transform passive learning into active engagement.

In my own experience designing a globally recognized leadership development course, we embedded this philosophy at the core. Students were sent to different continents to work on pressing, real-world challenges. These projects weren’t just assignments—they were mission-driven collaborations. Students selected issues based on the strengths they could contribute and formed partnerships with local organizations and businesses. This created a multi-stakeholder approach grounded in local relevance and global insight.

Each student cohort would continue the work initiated by the previous one. This iterative model led to some projects running for over 15 years—creating deep, sustainable impact. The continuity built connections across generations of students and across borders. It also taught something essential: how to lead and how to let go.

Students learned to take ownership of initiatives while also learning to step back and pass the baton. This ability to alternate between leading and enabling others is a vital leadership trait—one often missing in organizations that struggle to manage their leadership pipelines. Business schools have a responsibility to nurture this early on, so that graduates can enter the workforce ready not only to contribute, but to build leadership cultures that are collaborative, regenerative, and forward-looking.

17. What impact are you most proud of from your work building a world-class educational program at St. Gallen?

I take great pride in the community we’ve built—now over 1,200 graduates strong—who are working across some of the world’s most influential, forward-thinking, and impactful organizations. These individuals are not only contributing to business success but also actively helping to transform their workplaces into more socially responsible entities. They strive to align their efforts with Sustainable Development Goals and, just as importantly, are unafraid to take principled stances, even when it means being in the minority.

What makes this community so special is its self-sustaining nature. It has grown into a network rooted in mutual respect and friendship, not pure transactional networking. That foundation has created a truly transformational environment. I know each one of them personally, and I see in them a deep understanding that this moment in history is not just about building a career for personal gain—it’s about serving humanity and the planet.

This is the kind of mindset we urgently need in our organizations today: a shift from individual ambition to collective responsibility, from careerism to stewardship. That, I believe, is the real legacy—fostering a generation of professionals who lead with purpose and conscience.

18. As a Senior Advisor to PRME at the UN Global Compact, what’s your vision for embedding purpose more deeply in global leadership education?

PRME stands for the Principles for Responsible Management Education. It is the United Nations’ leading platform for promoting responsible leadership in management education. PRME operates under the umbrella of the UN Global Compact, which is the world’s largest corporate sustainability initiative—bringing together businesses committed to aligning their operations with universal principles on human rights, labor, environment, and anti-corruption.

As a senior advisor to PRME, my vision is centered on embedding purpose more deeply into global leadership education. This means empowering both young people and those who are young at heart to actively prepare for systemic transformation—within their organizations and across society. The aim is to equip them to lead in ways that are intelligent, ethical, and genuinely impactful.

At the same time, it’s essential to support business schools that are undergoing their own transformation. Purpose-driven leadership can’t emerge from outdated educational models. We need to strengthen the link between academia and the business world. If we expect meaningful change and progress from companies, that same momentum must also be reflected in how we educate future leaders. Change in business must go hand in hand with change in business schools—it cannot be one-sided.

19. What critical questions should today’s leaders be asking themselves as they prepare for an uncertain future?

In my experience working with top executives, public leaders, UHNW family offices, private investors and C-level professionals—as well as those shaping the next generation—the most important question we can ask isn’t, “What do I want to achieve?”

It’s a deeper, more foundational one: “Who do I want to become?” This question must come first. It’s the cornerstone of purposeful leadership and personal growth. Too often, even the most accomplished leaders—smart, successful 60-year-olds—approach the future solely through the lens of goals and outcomes. But life doesn’t follow a predictable arc. A 25-year-old might have one year ahead, while a 60-year-old might have 30 more. None of us can know. And none of us should presume to control or measure the value of time that way. We are not independent creators—we are human.

At the same time, we are not powerless. As human beings, we are limited in our lifespan, but limitless in our potential. That potential is best unlocked when we pause to reflect on who we are becoming—not just what we are doing. This isn’t simply a matter of intellect or emotion. At its core, I believe this reflection taps into something spiritual. It requires a holistic view of ourselves, one that embraces all dimensions of what it means to be human.

This kind of reflection isn’t a one-time exercise. It must be part of our daily practice—a steady, ongoing inquiry. Only once we’ve explored and started to understand the “who,” should we move on to the “what.” The question of what we want to achieve is undoubtedly important—but only when it follows the deeper, more personal truth of who we are striving to become.

20. Does purpose play a role in helping leaders navigate complexity and ambiguity with confidence and how?

Purpose is, in many ways, the ultimate GPS for navigating complexity. If we truly want to engage with complex challenges, the first step is to identify our purpose. But this isn’t a fixed answer—it’s not a final destination or a static truth. Rather, purpose is a living hypothesis, something we believe in and continuously develop as we grow and encounter new realities. Consciously walking this path and never giving up searching is the ultimate goal.

Just as complexity itself can never be fully understood or mastered, our sense of purpose will always remain partially unfinished. Still, we must strive to define it—because it becomes the red thread that connects our experiences, guides our decisions, and grounds our reflection. Purpose doesn’t provide us with a detailed map, but it does offer something far more vital: it shows us where North is.

We may not know exactly what lies in that direction, but we gain a sense of orientation—a corridor through which we choose to move forward in life and leadership. This directional clarity is critical. Purpose, when embraced as an ongoing practice of reflection and alignment, gives us a reference point to return to amid ambiguity.

The absence of this clarity can be deeply destabilizing. One of the most dangerous situations for any leader is to lose their sense of direction—usually a result of being disconnected from their deeper “why.” When purpose fades, so too does the clarity that sustains well-being and resilience. Clarity is not just a strategic advantage; it’s essential for personal fulfillment, mental alertness, and overall health and wellbeing.

It helps leaders anticipate shifts, recognize signals early, and prepare or adapt before change happens to them. In that sense, purpose becomes more than a motivational phrase—it becomes a practical, internal guide to navigating uncertainty. It doesn’t eliminate unpredictability, but it enables you to face it with greater awareness, intention, and strength.

21. How do you personally define “impact” in your life’s work, beyond traditional measures of success?

I consider myself, above all, a deeply thankful person. And I say that because I don’t believe that impact must always be grand or visible to be meaningful. Sometimes, the most lasting influence we have may seem small—even insignificant at the time—and may go unnoticed by everyone, including ourselves.

This realization became especially clear to me through my experience as a parent. When my children were young, and even now as they’ve grown into young adults—what we might call the next generation of leaders—I often ask them about moments that stood out from their childhood. Their answers surprise me. They’ll recall something simple, like me narrating a story before bedtime or attending a soccer game. I might respond, “But I didn’t even stay the whole time,” or “I didn’t do much.” And yet, the fact that I was present was what stayed with them. That one moment—just showing up—became a memory that has endured for decades.

Moments like that are the mosaic pieces that quietly build deep, lasting relationships. In this case, perhaps even a lifelong friendship between a father and son. And the truth is, there are countless other such moments we never fully recognize.

For me, then, the idea of impact isn’t defined by recognition or accolades. It’s defined by connection—by the way I relate to others. Whether it’s with colleagues, coachees, mentees, employees, neighbors, friends, or family members, the question I hold is: Can I live in a way that helps others feel more whole?

True impact is not about applause. It’s about resonance—the quiet, lasting echo of presence, care, and authenticity in someone else’s life. That’s how I choose to define my purpose and legacy.

22. Leadership is about strategy, but it is also about building strong, skilled and capable teams and effective delegation. What else is needed to ensure progress and prosperity especially when external factors are changing rapidly?

One crucial element that often goes overlooked in conversations about leadership and purpose is self-mastery. At its core, self-mastery is the lifelong practice of learning to influence oneself—of becoming aware, intentional, and responsible in how we show up in the world. And for any leader, this journey doesn’t begin in the boardroom. It begins in the mirror.

What you see when you look at yourself—how you speak to yourself, how you manage your inner world—is a cosmos of its own. In many ways, the complexity within us rivals, if not exceeds, the complexity we find in the external world. We spend so much time trying to decode external systems—economies, technologies, organizations—yet the most profound terrain we’ll ever navigate is our own internal landscape. This journey toward self-understanding and mastery isn’t just valuable—it’s essential. And it lasts a lifetime.

In the context of leadership across generations, this becomes even more significant. We don’t live in isolation. We are part of a continuum, and we carry responsibility not just for our own growth, but for how we show up in the lives of those who come after us.

That’s why it’s so important for older generations—parents, mentors, senior leaders—to engage meaningfully and early with the next generation. When it comes to building deep, trusting relationships or addressing foundational questions like legacy and succession, we cannot afford to be passive. These things don’t just “happen” one day when the younger person decides they’re ready. The foundation must be built long before those moments arise.

This engagement doesn’t have to be dramatic or overly structured. It’s about being present. It could happen at a soccer game, while reading poetry together, making music, drawing, attending a concert, or traveling. These shared moments are far more than just time spent together—they’re investments in trust, understanding, and emotional connection. They lay the groundwork for lifelong bonds and mutual respect.

So yes, invest in your children. Invest in the younger generation. But just as importantly, invest in your own self-mastery. Because the quality of that inner work determines the quality of every relationship you build—including those that define your legacy.

23. What is your advice for Asia’s UHNW families who are in the middle of succession and a USD 2.5 Trillion intergenerational wealth transfer by 2030?

Organizing the transfer of wealth is, without a doubt, an important task. But in my view, the real challenge lies not in transferring wealth itself—but in ensuring the transfer of something far more essential: the ability to lead a flourishing life.

Wealth, in isolation, is limited. It only holds value to the extent that it enables and supports meaningful living. Without life—without human presence and purpose—wealth loses its legitimacy and relevance. If no human beings remained on Earth, the planet would continue on its own course. Trees would grow and fall. Species would come and go. Nature would carry on, indifferent. Life, in some form, always finds a way to exist.

But as humans, we are unique in our ability to create meaning. Nothing in the world inherently has meaning until we assign it. And it is this ability to infuse meaning into our lives and actions that sets us apart—and gives purpose to wealth.

That’s why it’s critical that we view wealth not as an end, but as an enabler. It is a powerful tool—but one that must be guided by intention. The real question we must ask ourselves is:

• What do we want this wealth to enable?
• What kind of life, what kind of relationships, what kind of legacy?

Wealth should serve as a foundation for possibility—for connection, creativity, contribution, and continuity across generations. It should support the flourishing of both individuals and communities. But that only happens when we align it with clear purpose and human values.

In the end, wealth matters most when it fuels what is truly worthwhile: a better tomorrow.