The issues facing leaders in 1974 when I started Managerial Design could easily be transposed to the business headlines of today: Competitiveness, productivity, managing growth, managing change, developing results-oriented strategies – dealing with volatility.

The BIG difference now is the rate of change and the need for speed when putting new strategies, leadership teams and structures into place. Making money is harder than ever – margins erode faster, loyalty is lower, the world is better connected and fierce competition can appear, from anywhere, without warning.

So with those new issues in mind, and after 30 years of close contact with over 130 clients and leaders in over 20 countries, what lessons have I learned – what great insights have emerged as if by osmosis?

First and foremost; the leader is, has always been and will remain the key to organizational success. There is no way around this fact. All the other lessons follow.

The process and management practice fundamentals and services we provided back in the 70s are still the most relevant solutions today. Get the process and practice basics right, build strong teams and foster leadership. Then you'll be able to manage whatever comes down the pipe regardless of its velocity.

The early gurus – Drucker, Reddin and Kami – remain the most powerful minds in the business of leading and managing companies.

All the trends, scorecards, consultant jargon and new age touchy-feely stuff can't replace basic common sense. A leader must still see the future and be able to communicate it; a manager must achieve results; an effective executive does both.

I've learned that the process of developing strategy, objectives and action plans is as important as the outputs of those practices. Rigor and discipline are mandatory – clarity and consensus define the way forward.

I now know, and have long suspected, that the answers to most questions and resolution to most issues reside with the people inside the company. You can't buy this stuff off a bookshelf nor can an external guru spoon-feed it to your people. Engage, align and release the passion of your people based on a bullet-proof, inclusive vision. That's the only sure way to create an effective organization with buy-in from top to bottom.

I've learned that larger or growing organizations require extraordinary passion and courage along with rigorous processes in order to improve significantly. Otherwise, these organizations tend to wallow in themselves.

I have seen, too many times, how ineffective people are not dealt with fast enough; for their own good and for the good of everyone else in the organization.

Finally, I have learned that what goes around comes around. Once again, Drucker is correct in his assessment of what makes an effective executive (Harvard review, June 2004).

"Effective executives differ widely in their personalities, strengths, weaknesses, values and beliefs. All they have in common is that they get the right things done. Some are born effective. But the demand is much too great to be satisfied by extraordinary talent. Effectiveness is a discipline. And like every discipline, effectiveness can be learned and must be earned."

I have known extraordinary leadership talents throughout my career. I have learned from them. What we've learned while working together is how to leverage talent by improving effectiveness. I relearn that lesson every day. It is the one lesson I'll keep learning and teaching to my staff for the balance of my career.