Lisa Gable is the Chairperson of the World in 2050, Diplomatic Courier Media Network. She is recognized as a remarkable and reliable personality who has been the driving force behind turnarounds in several companies across nearly all industries. She is the best-selling author of Turnaround: How to Change Course When Things Are Going South, whose experience, skills, and mentality have been the ideal guide to various organizations.
Aspioneer admires Lisa and her contribution to the industry. Below are the highlights of the interview between Aspioneer and Lisa.
Aspioneer (A): The name of your organization. How long have you been in business? Does your business have more than one location?
Lisa (L): I chair the World in 2050, the futuristic think tank of the Diplomatic Courier Media Network. I joined the Diplomatic Courier board in 2006 and was the second board member after Sir Ian Forbes. We are based in Washington, DC, with a global network and readership. It is a global affairs media network that connects the global public to leaders in international affairs, diplomacy, and social good. The Courier’s futuristic think tank, The World in 2050, focuses on five key megatrends: exponential technology that is radically reshaping the world; disruption from climate change and energy transition surging; education and work grapple with the next great rebalancing; individual and societal well-being at an inflection point; and societal and governance institutions under pressure.
A: What best describes your organization? What is unique about your business? What is your company’s motto, slogan, and/or mission statement?
L: The World in 2050 focuses on five key megatrends: exponential technology that is radically reshaping the world; disruption from climate change and surging energy transitions; education as work environments grapple with the next great rebalancing; individual and societal well-being at an inflection point; and societal and governance institutions under pressure.
A: What is the differentiator of your organization as compared to others in your field? What are your USPs?
L: We model outcomes using a spectrum of signals, opinion polling, social sentiment, and trends. We are not fortune tellers and do not make predictions. Rather, we make projections so that we may determine possible scenarios in order to be better prepared and make informed decisions.
A: What is your personal story? How have you gotten to where you are today in your leadership position?
L: Today, I support the next generation of leaders in solving the world’s biggest problems. Since I was young, my interests have always taken me on unconventional paths. As a child, my fascination with war led me to explore battlefields in the US and Europe with my father, and I soaked up every war movie. Revolutionary War cannons adorned my curtains and bedspread, contrasting with being part of the Barbie generation, proudly embracing pink. At just 19, I dove into the professional world, joining the Reagan Administration as the Student Liaison Officer at the US Department of Education, advocating for student loan privatization. My journey continued through the Pentagon and the White House during the height of the Cold War era.
Simultaneously, I pursued a Master’s in National Security Studies at Georgetown, focusing my thesis on China’s incorporation of dual-use technologies—technologies like semiconductors and supercomputers with both civilian and military applications—into their industries. This interest led me to study Chinese in Taiwan and work at Intel Corporation in Silicon Valley. Throughout my career journey, I have carved a career dedicated to turnarounds, navigating through various sectors—biopharma, high tech, auto, and food and beverage. My expertise spans business, government, and philanthropy, engaging in multisectoral challenges and fostering transformations through partnerships. I’ve worn diverse hats, from CEO to US Ambassador, Wall Street Journal and USA Today bestselling author, UN Delegate, board member, and keynote speaker. These roles have given me rich experiences, allowing me to engage and lead across different arenas.
A: What’s your favorite part of the role?
L: With over forty years of professional experience, I’ve cultivated a substantial global network. What truly energizes me is enabling high-performing individuals to access connections, publishing opportunities, and speaking engagements, empowering them to propel their ideas and solutions forward.
"Each of us holds the power to drive meaningful change through our actions, reclaiming control of our lives."
A: Can you share a story about the funniest mistake you made when you were first starting? Can you tell us what lesson you learned from that?
L: An error I made wasn’t amusing, but it offered a life lesson. I once drafted an email detailing the hurdles a colleague had placed in my path to rectifying a situation. The tone of the email wasn’t exactly complimentary, and to my chagrin, I accidentally copied that colleague on it. It was a stark reminder: specific discussions are more suited for a direct conversation than text or email. It’s crucial to remember that anything in writing is potentially “discoverable,” liable to surface in the press or within a company’s discussions. It’s far more effective to address issues directly with the person involved, engaging in face-to-face dialogue to seek resolution rather than resorting to complaints about them.
A: What are the “myths” that you would like to dispel about being a founder or leader in your industry? Can you explain what you mean? What qualities make a great female leader?
L: While the idea or myth that the world would automatically improve if run by women is a simplification, some male leaders can fall into the trap of excessive self-confidence, prioritizing personal gain over collective success. Effective leadership focuses on the long-term health of the team or organization, irrespective of gender. In my experience, exceptional female leaders engage in extensive shuttle diplomacy. Their approach isn’t about convincing others of their perspective but listening to understand differing viewpoints. Actively listening and weaving a path forward that addresses others’ concerns allows you to create a collaborative model around a common purpose.
A: What is something unique about your work style?
L: I possess an unwavering drive to gather diverse perspectives and data swiftly. This attribute causes me to seek out diverse opinions and allows me to make informed decisions promptly, ensuring the organization stays on a successful course and avoids potential setbacks.
A: What is something you would like the next generation of children to know?
L: We often feel our energy and purpose dissipate, leading to frequent thoughts of “I can’t.” However, simple acts of kindness and support, like writing recommendations or inviting someone to join your network, reflect our humanity and open doors for others. Each of us holds the power to drive meaningful change through our actions, reclaiming control of our lives. Every step forward fosters healthier environments, and every collaborative effort builds momentum toward a brighter future.
