Too many AI pilots in New Zealand are stuck in pilot more, and it’s time we addressed the uncomfortable truth, experimenting with tools is not a strategy. While the initial "buzz" of AI is exciting, the leap from a successful PoC to a truly transformative, scalable solution is where many of our organisations are stalling. This isn't just a technical hurdle, its a leadership and mindset gap that keeps us stuck in a cycle of experiments. In my latest article, I break down the five fundamental ideas required to move past the "shiny object" and build a culture of scalable AI… from planning for 100x adoption on day one to rethinking ROI beyond the pilot.

In this article, James Kitney explores how AI is eroding entry-level roles and reshaping traditional career pathways. He considers the rise of AI-enabled solo founders and new co-operative models as alternative responses. Ultimately, he challenges leaders to redesign strategy and organisational models for a radically different competitive future.

This blog explores the often-overlooked truth in executive leadership: success is driven more by mindset than job title or technical mastery. Drawing on insights from Five’s work with senior leaders across New Zealand and Australia, the piece outlines five critical mental shifts that new executive leaders must embrace — from developing comfort with ambiguity to cultivating self-awareness under pressure. Rather than focusing solely on skill development, it highlights how mindset directly shapes leadership behaviour, decision-making, and impact at the executive level. A must-read for high potentials, new executives, and organisations building leadership capability at scale.

Research and client insights reinforce that leading others during uncertainty and change requires an abundance of personal resilience. Not a little - but a lot of resilience by building awareness and skills to create balance and harmony across our emotional, physical, spiritual and mental wellbeing.

There is an often-blurred line between responsibility and accountability in leadership. Drawing on real-world experience, Sally Schmall unpacks why understanding this distinction is critical for cultivating ownership, strategic alignment, trust and high performance within teams. Here, Sally highlights the role of accountability in driving outcomes—emphasising that while responsibility can be delegated, accountability cannot. Leaders will find practical strategies to embed accountability in their organisations and lead with integrity, clarity and impact.

Resilient leadership is about navigating uncertainty with confidence, adaptability, and a clear sense of purpose. True resilience isn’t about avoiding challenges but responding to them with agility, emotional intelligence, and strong communication. Leaders who embrace change, foster a supportive culture, and maintain a growth mindset can guide their teams through adversity and emerge stronger.

In today's competitive landscape, strategic innovation doesn't always require a ground-breaking invention or an amazing new product. Often, the key to success lies in reimagining the way your customers interact with your existing products. By focusing on experience, businesses can completely transform the value proposition they offer, leaving competitors who are solely focused on functionality behind.

We've all seen the headlines in recent weeks with a number of public and private businesses across New Zealand announcing staff reductions. It's a familiar pattern – economic contraction leads to reduced consumer spending, which then necessitates cuts to operating expenditures. Then, when consumer confidence rebounds, it becomes an all-out scramble to capitalise on the upswing. This cycle seems logical on the surface. But is it truly optimal? Do we really need an economic downturn for us to focus on cost efficiency? Conversely, do we need economic growth to even consider strategies for expanding market share?

It’s a consistent theme we’re hearing right now - “it’s time to get people back into the office”. But is it? Are we prepared to erode all of the gains we’ve made in new ways of working over the pandemic and post-pandemic years? Employees have been empowered to work with new levels of trust and freedom, and have incorporated work into their life routines. What should we do next? Nick Mackeson-Smith shares his thoughts and observations.

Stepping into a new executive or senior leadership role is both exhilarating and daunting. Whether you’re moving to a different organisation or taking on your first senior-level position, the initial six months are critical. Challenges include managing energy, aligning stakeholder expectations, overcoming imposter syndrome, and crafting an effective transition plan. Sally Schmall discusses how by addressing these challenges, new executives can set themselves up for success and positively impact their teams and organisations.