Strategic Leadership in the Era of Uncertainty: Navigating Challenges and Monetizing the Opportunities – interview with Millissa Hernandez Flanagan

In this installment of The Leadership Insider, Millissa Hernandez Flanagan, a seasoned business transformation leader, delves into the art of steering companies through uncertain times. With 35 years of experience leading transformations across 22 global locations, Millissa emphasizes three critical elements for successful transformation: clear communication, standardized yet agile approaches, and active feedback integration. She introduces the practical “80/20 rule” – gathering 80% of input and moving forward rather than pursuing perfect consensus – as a cornerstone of effective change management.

In this wide-ranging discussion with Margaret Jaouadi, Millissa explores how cultural sensitivity shapes global transformations, why standardization enables scalable change, and how leaders can maintain team engagement during extended periods of uncertainty. Her approach emphasizes quick wins and focused project cycles to maintain momentum and deliver tangible results.

Most compelling is Millissa’s passionate advocacy for viewing uncertainty not as a threat but as an exciting opportunity for growth. Her message to leaders is clear: dive in, move fast, and refine along the way – perfection can be the enemy of progress in transformation efforts.

The interview provides actionable insights for executives navigating change while offering a fresh perspective on uncertainty as a catalyst for innovation and growth. Through real-world examples and practical wisdom, Flanagan demonstrates how leaders can build resilient, adaptable organizations ready to thrive in an ever-changing business landscape.

Special thanks go to Sahar Akhtar, Head of Industrial Sector, EMEA at Pacific International, for introducing Millissa Flanagan to Margaret Jaouadi.

Margaret Jaouadi
Starting with your career, given your extensive experience—including leading transformation projects across 22 locations worldwide, which is truly impressive—how has this experience shaped your approach to driving change in diverse and often uncertain environments?

Millissa Flanagan
Great question. Leveraging diverse cultures and best practices from various countries engages teams, enabling them to align with the strategic mission while maximizing their unique strengths to drive necessary change within their teams, countries, and local environments. Whether a business is in growth, improvement, or sustain mode, the ability to move quickly, stay lean, and remain ahead of the competition is crucial. The key to this success lies in a leader’s ability to inspire and harness talent across all locations and functions within the value chain.

It’s critical to consider cultural differences when driving transformation. Over my 35-year career, working across different industries, countries, regions, and local areas, I’ve learned that cultures vary greatly and the methods to influence teams differ.

One key approach I’ve adopted is the necessity for simplicity, standardization, and clarity in communication. When implementing change globally, words matter immensely. Cultural nuances require a clear and visually compelling way to convey what the change entails. A standardized approach, combined with constant, transparent communication, is essential. The strategy must be clear, cascading from the top down and back up again, with continuous feedback and adjustments based on team input.

Early in my career, my approach was more about building and running with it, often assuming that a set strategy was ready to be executed. However, I’ve learned the importance of the 80/20 approach—building quickly but ensuring broad understanding and input. The term ‘change’ can sometimes feel unsettling, but it’s not about altering people—it’s about improving the business.

Learning from and adapting to multiple cultures and regions is crucial for successfully driving transformation.

Margaret Jaouadi
Why is uncertainty a critical factor in driving the need for transformation today?

Millissa Flanagan
It’s your mission to drive change. When you become comfortable in a business, you often see this dynamic, especially in many companies I’ve managed by M&A. Frequently, I step into roles where the business model has been successful, with great pricing and profitability for years, but the industry has been shifting to a new model. Business models evolve for various reasons, and that evolution creates a platform for change. The question then becomes: why continue doing things the same way? Why not consider a different approach?

Many businesses have been operating profitably for decades, even over a century, and it’s tempting to settle for ‘good enough.’ But during periods of uncertainty, there’s an opportunity to reinvent and steady the business while simultaneously preparing it to compete in a rapidly changing world. It’s essential to balance maintaining steady operations with innovation and reinvention.

Businesses must now embrace change as an everyday practice. Historically, significant transformations occurred once every few decades. Today, continuous change is the new norm. Companies need to seek ways to constantly disrupt their processes. Consider the role of AI—an uncertain and exciting area. With AI, we can accelerate transformation, pushing the business forward at an unprecedented pace. While uncertainty can be daunting, it’s also filled with opportunity. The key is to stay proactive and constantly seek ways to innovate and improve.

Relying on a business’s historical success is the easy path, but boldness, a clear mission, and leaders who can coach and support their teams truly drive transformation. These leaders must foster a culture where talent navigates change and thrives. As a leader, you can inspire and guide your team through periods of change, leading them to success and growth.

So, what can you do differently with a new model? This question highlights a critical shift in leadership—embracing uncertainty as an exciting opportunity to innovate. In uncertain times, businesses have the chance to transform and offer their talent experiences across multiple functions. Most people typically spend their careers within a single function. However, periods of change and disruption allow individuals to gain broader exposure and experience across the entire business landscape.

I always tell my teams that they are building their careers here, even though we may be driving a new model or navigating through disruption. They’ll gain invaluable insight across all functions, which is an incredible opportunity. This broad perspective enhances their personal growth and strengthens the business.

Margaret Jaouadi
Uncertainty, or the discomfort it brings, often serves as a wake-up call, signaling that change is on the horizon and we cannot remain static. This discomfort can catalyze transformation, compelling companies to adapt and innovate. While it may feel unsettling initially, it ultimately benefits the business by positioning it to survive and thrive in the future. Embracing this uncertainty can lead to exciting opportunities and a brighter future for your business.

Millissa Flanagan
That’s exactly right. The other point is that businesses risk falling behind if they don’t consider disruption a routine part of their strategy. Time and time again, I’ve seen companies that were once comfortable and highly profitable suddenly face challenges when profits decline. It might already be too late and require a long recovery when they realize there’s an issue.

Working across different industry verticals, I’ve observed portfolios filled with companies that have split into twos and threes or are consolidating in new ways. While these changes can drive growth, they often stem from a lack of proactive disruption. It raises the question: how did these companies reach a point where such drastic measures were necessary? I always emphasize embedding disruption into your strategy. Assume uncertainty is the norm and continually ask yourself how to outpace the competition and rebuild the business with fresh perspectives.

As we move into 2025, we’re facing significant uncertainty and change. Global leadership shifts are happening, and AI is advancing rapidly. While it’s brilliant, the challenge lies in harnessing it effectively. In addition, global tariffs and trade policies are unpredictable, and it’s clear that knowing how to navigate these changes is crucial.

The key is to lean into this uncertainty with a positive mindset. Embrace it, get excited about its opportunities, and explore how it can fuel business growth. Don’t shy away from transformation—view it as a chance to enhance your business, improve profitability for stakeholders and investors, and develop your talent. This approach keeps the company competitive and motivates and grows your team, preparing them to lead the business into the future. When your talent is excited and engaged, it propels the company forward for the next 20-plus years.

Margaret Jaouadi
What are the key steps to successfully initiating and sustaining a transformation effort during periods of uncertainty?

Millissa Flanagan
I always emphasize the importance of keeping things standard and straightforward and ensuring you can’t overcommunicate. There are key principles to follow when approaching any change, transformation, or business strategy.

First, ensure your strategy is clear, achievable, and appropriately scaled for your business. Second, whatever transformation you’re undertaking, ensure you have a blueprint that works globally to keep the approach right-sized and simple to ensure success. This approach will also allow you to train your teams consistently and standardizedly.
Communication is critical—you cannot overcommunicate. Regular, simple communication that resonates across the entire organization is essential. It should be clear and easily understood across all regions and functions.

Additionally, I always advocate for identifying ‘value leaders,’ ‘change leaders,’ or ambassadors within the business. These individuals deeply understand the company and are respected go-to figures within their teams. They are pivotal in driving change and acting as ambassadors, helping to translate and champion the transformation within their teams. Leverage their insights, engage in regular discussions, and adjust your communication strategy based on their feedback. Two-way, ongoing communication and a clear and straightforward strategy are key.

Often, we become very passionate about our specific functions or areas of expertise. This passion can lead to long lists of ambitious, well-intentioned initiatives that are resource-intensive and time-consuming. However, to drive immediate success, it’s crucial to focus on what is needed today—pulling key elements from these ideas to form a phased approach. This approach allows you to deploy an effective strategy in manageable phases.

Trying to launch large, complex, and expensive programs from the outset can bog down progress, delaying implementation and making it difficult to stay lean and ahead of the competition. My approach is to keep it simple, start fast, and lean out the process at the beginning. By doing so, you can phase in additional transformations over time. While long-term five to ten-year strategies are essential, progress can stall without a streamlined, precise, and agile start.

Margaret Jaouadi
You mentioned a few times the 80/20 rule. Can you explain what that means, please?

Millissa Flanagan
To me, 80/20 means inclusivity—gathering input from everyone and building the strategy together. We take the time to incorporate diverse perspectives, aiming to capture around 80% of the input. But then, we move forward. The key is to avoid getting stuck in the endless cycle of seeking 100% alignment, reviewing every detail, and leaving no stone unturned. By the time you achieve that, you risk being overtaken by competitors or losing momentum.

The approach is simple: Gather as much input as possible from across the business—every function, from top to bottom, especially from customers and third-party vendors. Pressure test the strategy once, then build it and deploy it quickly. Course corrections are inevitable and necessary, but they should happen during the process, not waiting to understand 100% before. The initial strategy is not set in stone; it evolves as you implement and learn from the deployment.

You can’t afford to wait to check every box and every detail. Doing so will cause delays, and your competition will move ahead, leaving you behind. My philosophy is always to follow the 80/20 rule. You risk being forgotten if substantial change isn’t visible on the bottom line within six months.

This approach ensures we remain agile, responsive, and competitive, making necessary adjustments without losing sight of the bigger picture. That’s what 80/20 means: moving fast, staying lean, and improving.

Margaret Jaouadi
Can you share an example of a transformation project that had to pivot due to unexpected challenges? What lessons can leaders take from that experience?

Millissa Flanagan
I won’t reference a specific project to avoid pointing to any particular company or industry. Still, throughout my 35 years of leading and working on business transformations, I’ve seen repeatedly that every transformation involves course correction. It’s inevitable. The degree of change might vary, but you must have a method to handle these adjustments, so I always emphasize having a blueprint.

A simple, standardized approach is crucial because it allows for flexibility and adaptability. If you need to pivot, a standardized framework—a standard rollout or standard processes—makes it much more manageable. This approach is critical when dealing with different regions, as businesses often have regional or global function ownership, each with its own methods and pace. Keeping the approach standard ensures that the adjustment can be made smoothly across the board when a pivot is necessary.

Take, for example, the challenges we faced during COVID-19. Countries erected barriers, preventing the movement of goods and specialized talent. Businesses had to pivot dramatically to protect and support their teams within those countries. It required a massive shift, but a company could adapt with a standardized blueprint. Leveraging virtual tools to train teams globally and maintaining continuity despite the disruptions works well.

Other examples include dealing with economic crises or geopolitical shifts in regions. These situations demanded quick, strategic pivots that significantly altered business and transformation strategies. Again, the ability to adjust was rooted in having a standardized approach to processes, talent, data, and governance.

Ultimately, every transformational journey will evolve. The key is knowing how to adapt and lead your teams through those changes. Whether the shifts are minor or significant, they will happen, and being prepared with a flexible, standardized approach ensures success.

Margaret Jaouadi
Uncertainty often uncovers new opportunities. How do you help organizations identify and capitalize on those during transformation efforts?

Millissa Flanagan
Uncertainty always brings new opportunities. When I see a red flag or a business facing an issue, I see potential. Unpacking the way things have been in the past always reveals new possibilities. It offers a fresh lens to view the situation. Helping teams navigate this involves guiding them through a shift in mindset—from how they operate today to how they’ll need to operate tomorrow.

This process involves flipping the lens, encouraging teams to think differently, and discovering new ways to work and seize opportunities. It consists in walking them through simple methodologies and processes, but more importantly, it’s about letting the teams take ownership. While you can build strategies, outline a transformational journey, and place leaders, the fundamental transformation happens with the collective effort of the entire organization, not just within the C-Suite.

I always emphasize that all ideas matter, and input from across the business is essential. The transformation isn’t driven solely by leadership—the insights and creativity of team members fuel it. Leaders provide the framework and direction, but the real breakthroughs come from the ground up. The people build the business transformation journey on the front lines.

To harness this, you need to give teams a clear understanding of the uncertainties and the changes required. Then, empower them to explore the opportunities these changes bring. This approach enables large-scale transformations by tapping into the teams’ collective ideas, refining them, and driving them forward. It’s about providing the changing platform, guiding the organization toward a new direction, and letting the teams lead the charge with innovation and energy.

Margaret Jaouadi
What framework and methodologies do you use to balance managing risks and pursuing growth in uncertain times?

Millissa Flanagan
Everybody has a different method and approach, but I’ll probably sound like a broken record here—it’s essential to have an aligned strategy across the board, especially within the C-Suite. The first step is ensuring everyone is on the same page about the business’s direction, aligned with investor expectations and profitability goals.

Many methods, tools, and approaches are available, but the key is to right-size them for the business. It’s about having the right talent in the right roles. Sometimes, this doesn’t mean making drastic changes but shifting skill sets or repositioning people to roles that better fit their strengths and help grow their careers.

A clear strategy can often be missing, even at high levels of the organization. So, my focus is on strategy alignment, ensuring the right talent is in place, and streamlining processes. Processes must be simple, straightforward, and tailored to the business needs.

Digital transformation plays a significant role—whether it’s CRM programs, ERP systems, or supply chain solutions. Each function needs scalable tools. Governance is another cornerstone. You get what you govern, so KPIs must be clear, and everyone in the organization should understand how to measure and contribute to them. Misalignment here can lead to teams working hard but in opposite directions, believing they are succeeding when they might not be.

Data is another critical component. Poor data management can derail a transformation. Global transformations require special attention to language and cultural nuances. For example, terms, symbols, and gestures can have vastly different meanings across cultures. Early in my career, I learned the importance of understanding these differences through cultural training.

Success in global transformation hinges on understanding these cultural aspects. Training on cultural differences is crucial, as it ensures that communication is effective and respectful. For instance, in some cultures, although a common global language, English may not be widely spoken at home, creating barriers to understanding and engagement. Ensuring precise and culturally sensitive communication helps make everyone feel valued and invested in the transformation.

My methodology emphasizes simplicity, speed, and standardization. Teams need to be engaged and empowered to lead the transformation. This engagement starts with understanding and valuing their cultural contexts. Without this foundation, strategies can fall flat as teams feel disconnected or misunderstood.

Margaret Jaouadi
What are the most essential leadership qualities for successfully navigating transformation and uncertainty?

Millissa Flanagan
Listen, Listen, Listen.
Be present and visible. Follow through on your commitments—do what you say you will do. Understanding your team’s culture is essential because no strategy or deployment will succeed without trust and clear communication.

When your team sees that you are trustworthy, visible, and engaged—whether in person or on-screen—they are more likely to align with your vision. Communicate your goals and, crucially, listen to their feedback. If you don’t actively listen and instead surround yourself with a team that only echoes your opinions, you’ll miss crucial blind spots that can hinder not just your success but the success of the entire business.

The key is to know your team—what motivates them and what they value. By understanding this, you can build them up, bring value to the business, and, importantly, bring value to your teams.

Margaret Jaouadi
How can leaders foster resilience and adaptability in their teams during prolonged periods of change?

Millissa Flanagan
Keep things fresh and exciting. Repetitive daily tasks lead to disengagement. Keeping projects dynamic and stimulating is crucial, tying them back to the 80/20 rule and the importance of projects lasting less than six months. Long, drawn-out projects often fail because business conditions change, and teams lose interest. It will also help with talent retention.

Focus on fast and effective project cycles. Rotate your teams, and don’t hesitate to offer new opportunities that challenge them. This strategy keeps things fresh, fosters growth, and brings new perspectives to your transformation initiatives.

Many companies undergo transformations that span years but still fall short of their goals. As new leaders drive fresh transformations, the key challenge is keeping people engaged amid constant change. Regardless of whether a company is actively transforming, change and uncertainty are the new norms.

To keep teams engaged, ensure they trust and feel valued by you. Personal development plans, new training, or special projects aligned with their career goals help maintain their excitement. Fresh energy and diverse perspectives are essential, especially as different generations bring unique working styles and expectations.

Younger generations, in particular, value growth, excitement, and engaging environments over cash alone. The shift to remote work has further influenced these dynamics. While many enjoy the flexibility, there’s also a renewed appreciation for in-person interactions, albeit on a flexible schedule.

Keeping teams engaged with new challenges is critical in uncertain or steady times. The mission must be clear and impactful—motivating leaders and teams. Success comes from leading purposefully and continuously adapting to drive value for the business and its people.

Margaret Jaouadi
What are organizations’ most common pitfalls in transformation efforts, and how can leaders avoid them?

Millissa Flanagan
Making sure the transformation is right-sized is crucial. While new, shiny tools can be exciting, they often don’t land effectively within the time you need them to. The pitfalls usually look too heavy and not affordable tools, and though they seem transformative, they often can’t be deployed successfully. It’s about optimizing the transformation—if it’s too big, fast, or expensive, it won’t stick.

One major pitfall is attempting to implement everything at once. It’s far more effective to break it into phases. Start small, initiate a pilot project, learn from it, and expand. Trying to change everything simultaneously across the organization is often unmanageable. Instead, you must secure a win in one area first, then scale that success across the rest of the business.

Communication is another common challenge. It’s not enough to have an excellent plan or a well-organized town hall; the message must resonate globally. Correctly translate and adapt the presentation to the specific region so the audience can understand the message. Ensuring clear and effective communication that everyone understands is critical.

Another pitfall is making decisions in a small leadership circle. No matter how experienced, that group won’t have a complete picture of the entire organization. Gathering constant feedback from across the business is essential. This input ensures that the strategy isn’t just a top-down directive but something that reflects the needs and insights of the whole team.

While gathering feedback is essential, you must also avoid the trap of reinventing the wheel. Keep things standard, lean, and fast. You want input from everyone, but that doesn’t mean changing your core models to please every request. Instead, gather feedback, evaluate it, and adjust where it makes sense, all while maintaining momentum.

Moving too slowly is another significant risk. Some organizations talk about plans stretching out 20 years, but if you’re not achieving wins today, those long-term goals will remain out of reach. You must ensure you’re making tangible progress, setting the foundation for future success. Those plans won’t have the support or momentum to succeed without immediate results.

In my experience, constantly disrupting and evolving the organization keeps it vibrant. You don’t want to tire your teams, but you can guide them through uncertainty in a way that fosters growth. Embracing the dynamics of multigenerational teams that crave growth and change is key. It’s about capitalizing on that energy to keep the organization moving forward, which excites me.

Margaret Jaouadi
Now, if you were advising a leader starting a significant transformation today, what would be your top three recommendations for success?

Millissa Flanagan
What we’ve discussed boils down to three key recommendations. First is communication. It encompasses everything from the way you communicate to engaging ambassadors to ensuring visual leadership communication. It’s not just about talking—connecting, making yourself visible, and actively involving others in the dialogue.

Second, keep it standard, lean, and fast. These three aspects are interconnected. If it’s not standard, it won’t be lean; if it’s not lean, it won’t be fast. Simplicity and speed are critical to maintaining momentum and achieving results.

Third, maximize feedback. It’s about active engagement—holding town halls, facilitating online discussions, and challenging the strategy, not just conducting surveys. The key is not just collecting feedback but also responding to it. People need to see that their input is heard, acted upon, or understood, even if it doesn’t result in immediate change.

While these are my top three, I always return to a foundational element: core values. Integrity, safety, valuing your people, and understanding their culture are non-negotiables. They are the starting point for everything else. Hold firmly to these values, and the rest will follow.

Margaret Jaouadi
What is one key takeaway you’d like executives and senior leaders to remember about embracing uncertainty and driving transformation?

Millissa Flanagan
Embrace it—it’s exciting. The truth is that many leaders are afraid of it. They shy from the unknown, the different. However, transformational leaders think differently.
Leverage it. Take the uncertainty, take the transformation, and use it to grow your teams, grow the business, and create excitement. See it as an opportunity to make a meaningful difference in the world. Every business has that potential.

It’s not just about embracing change; it’s about finding purpose. Use that purpose to drive growth in careers and the business. Dive in, don’t hesitate. Once you have a directionally sound strategy, move. Move fast and make adjustments along the way. There’s no need to aim for perfection upfront—you’ll need to adapt regardless. Change is constant; the key is to act decisively and refine as you go.

Many companies are looking for a platform to drive change, wondering how to leverage the constant shifts around us. Uncertainty itself is your platform. With the continuous evolution of competition, the emergence of AI, and other global changes, that’s your foundation. Embrace it, leverage it, and do something extraordinary—for your business, your teams, and the world.

Margaret Jaouadi
My key takeaway from our conversation ties directly into the 80/20 mindset: don’t wait for something perfect. The first step is critical. It gets the momentum going and will motivate me to overcome moments of procrastination. Whether writing something, brainstorming new ideas, or tackling a project, put words on paper, even if they aren’t perfect. Once you’ve taken that step, your ideas become more apparent, and you can refine, adjust, or add as you go. Thank you, Millissa!

For a confidential chat about how Pacific International can assist you with your Talent Acquisitions and Diversity challenges in the Industrial and Chemical Manufacturing sector, please contact Sahar Akhtar or one of our Executive Search Consultants specialising in your sector.