How to Set Strategy at the Speed of Disruption

Like many CEOs, Luis Valls, co-CEO of Turtle, is accustomed to grappling with uncertainty. Over his 22-year tenure, the electrical and industrial distribution company based in Clark, New Jersey, persevered through its share of supply chain disruptions, regulatory hurdles and assorted other disruptions. What is different for Turtle today is the speed, scale and breadth of changes hitting from all directions, injecting new risk into everything from supply chains and capital allocation to talent development.

"Volatility isn't temporary anymore—it's structural,” said Valls, citing the impact of tariffs and geopolitical tension on his company's supplier markets as an example. "Lead times for critical equipment like transformers, switchgear and grid infrastructure can stretch years. You can't react your way out of that."

He is far from alone in that assessment. Across industries, CEOs report disruptive shocks that once came in sequential waves are now converging and accelerating into a maelstrom of competing forces. Technology is reshaping business models faster than planning cycles can adapt, even as demographic shifts redefine both labor markets and consumer demand. At the same time, geopolitical volatility threatens to derail everything from supply chains to capital allocation.

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