Transitioning from the structured world of FMCG to the hyper-speed of Google required a complete rewiring of my leadership style. In tech, the product isn't finished when you launch it, and the strategy changes every quarter. Here is what I learned about thriving in ambiguity.
1. The Map is Not the Territory
In traditional business, you execute a 3-year plan. At Google, the plan changes every 3 months. I learned that the ability to thrive in ambiguity is the single most valuable skill in tech. You don't wait for the perfect map; you draw it yourself, test it, and be willing to tear it up tomorrow.
2. Speed is a Strategy
Perfection is the enemy of innovation. Launching Google Home or growing Pixel to 6% market share wasn't about getting it 100% right on day one; it was about "launch and iterate." I learned to trade the comfort of certainty for the competitive advantage of speed.
3. The "Get Out of the Way" Leadership Style
At Google, you are surrounded by the smartest engineers and data scientists in the world. I learned that my job wasn't to tell them how to work, but to clear the path for them. Leadership shifts from "Command and Control" to "Empower and Unblock."
4. Managing Multi-Speed Engines
My portfolio included high-velocity consumer apps (YouTube), complex B2B sales cycles (Cloud), and hardware logistics (Pixel). I learned to shift gears instantly. You cannot run a B2B Cloud business with the same playbook as a consumer viral campaign. A modern CMO must be a chameleon, fluent in every business model.
5. Evangelizing the Future
Sometimes, you have to sell the future before you sell the product. Whether it was explaining the Cloud to a CEO or AI to a government minister, I learned that technology leaders must be educators. We don't just sell tools; we sell the vision of what those tools can build.