In Good Company (Nicolai Tangen)

In Good Company (Nicolai Tangen)

Pfizer CEO Albert Bourla discusses leveraging COVID-19 vaccine success to build organizational resilience, executing $80+ billion in strategic acquisitions targeting antibody-drug conjugates and obesity treatments, and restructuring R&D to double clinical success rates, while predicting AI will fundamentally reshape medicine within five years.

In Good Company (Nicolai Tangen)

Aliko Dangote details his journey from a 1978 trading firm to building Africa's largest industrial conglomerate, emphasizing radical discipline, backward integration strategy, and the $20 billion Dangote Refinery project that aims to transform Nigeria from fuel importer to exporter while targeting $100 billion in revenue by 2030.

In Good Company (Nicolai Tangen)

IBM CEO Arvind Krishna explains the company's strategic pivot from declining hardware and services to a hybrid cloud and AI software model, detailing the $34 billion Red Hat acquisition rationale, the spin-off of IT infrastructure services, and warning that the current AI infrastructure buildout represents a bubble that only two or three large model providers will survive.

In Good Company (Nicolai Tangen)

Jamie Dimon explains that JPMorgan's 200-year success stems from a culture built through daily discipline, relentless anti-bureaucracy tactics like small empowered teams and rigorous follow-up, and zero tolerance for self-serving employees who prioritize process over client outcomes.

In Good Company (Nicolai Tangen)

At the 2025 Investment Conference hosted by Norges Bank Investment Management, CEO Nikolai Tangen and guests David Rubenstein and Kenneth Griffin argued that corporate culture—not strategy or technology—is the only true competitive advantage, determining whether companies survive generational transitions or collapse under pressure.

In Good Company (Nicolai Tangen)

Xiaomi CFO Alain Lam details how the 16-year-old company leveraged localized supply chains and 'China speed' to evolve from a smartphone disruptor into an electric vehicle manufacturer, selling 50,000 EVs in 30 minutes by treating cars as integrated consumer electronics rather than traditional automobiles.

In Good Company (Nicolai Tangen)

Serpentine Galleries artistic director Hans Ulrich Obrist describes how curators act as "junction makers" who create transformative experiences by listening deeply to artists, embracing serendipity over rigid planning, and building long-term, multi-sensory projects that leverage unexpected partnerships and technologies.

In Good Company (Nicolai Tangen)

Prada Group CEO Andrea Guerra argues the luxury industry must abandon unsustainable growth for an 'old normal' of exclusivity and patience, leveraging long-term creative partnerships and AI-driven emotional storytelling to rebuild desirability without competing on price.

In Good Company (Nicolai Tangen)

Fatih Birol characterizes the Middle East crisis as the greatest energy security threat in history, with oil and gas supply losses exceeding the 1973, 1979, and 2022 Russia-Ukraine crises combined, risking a global recession and debt spiral in developing economies while accelerating structural shifts toward nuclear power, electrification, and grid resilience.

In Good Company (Nicolai Tangen)

Sports psychology professor Anne Marte Pensgaard explains Norway's Olympic dominance as the result of a 30-year cultural shift prioritizing youth enjoyment over early competition, systematic mental training, and tight-knit cross-sport collaboration established after the medal-less 1988 Calgary Games.

In Good Company (Nicolai Tangen)

Norges Bank Investment Management details its aggressive AI adoption strategy, revealing that achieving a 20% efficiency target required mandatory company-wide upskilling, painful data infrastructure overhauls, and shifting from traditional Scrum teams to small AI-enabled autonomous units.

In Good Company (Nicolai Tangen)

Christine Lagarde warns that today's combination of AI-driven technological disruption and geopolitical fragmentation mirrors the 1920s, creating risks of financial instability and conflict. She argues Europe must accelerate its green transition, confront difficult trade-offs between social benefits and defense spending, and fiercely protect central bank independence to navigate unprecedented economic uncertainty.