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At the April Morning Coffee event at EBS, we explored one of the central questions of modern leadership: how to find growth opportunities in an environment where many primarily see constraints. This inspiring morning brought together experts from various fields to share practical experiences, discuss strategic choices, and explore how to make better management decisions in times of uncertainty.

Where Research Meets Practice

The morning was opened by Annika Arras (CEO of Miltton New Nordics), who presented the results of the 2025 Social Cohesion Study and directly linked them to leadership practice. One of the key findings of the study was that an increasing number of people perceive societal developments as uncertain and discouraging. This directly affects both consumer behavior and employee expectations—placing leaders in a position where decisions must be made amid declining certainty but persistent expectations.

Annika Arras also posed a thought-provoking question: what remains when social interaction is removed? This invites a deeper reflection on how much of our ability to act depends on our environment, relationships, and sense of belonging.

Panel Discussion: Insights from Different Sectors

The discussion was enriched by a panel featuring:

• Ander Hindremäe, Expansion Project Manager at Tallinn Airport and EBS MBA alumnus
• Kerstin Kütt, General Counsel at Sunly and EBS MBA alumna
• Annika Arras, CEO of Miltton New Nordics and EBS MBA alumna

The panel was moderated by Marko Rillo, Senior Lecturer in Strategy and Innovation at EBS and Head of MBA Programmes.

Bringing together perspectives from aviation, energy, and communications, the panel highlighted how differently “growth” can be defined across organizations.

Focus on Human Agency and Values

At the core of the discussion was human agency—the sense that individuals can influence their decisions and their lives.

A key takeaway was that values are among the strongest drivers of action. When individuals are able to act in alignment with their values, both their contribution and the overall capability of the organization increase.

At the same time, a critical question emerged: what happens when people lack the time and energy to learn new skills? In such cases, not only does development suffer, but belief in the possibility of innovation begins to decline.

Growth Is Not Universal

One of the central themes was the definition of growth. It became clear that growth is neither universal nor uniformly measurable—it depends on the organization’s stage of development and the expectations of its owners.

Growth can be defined, for example, as:

• an increase in volume or market share
• growth in impact or value
• development of organizational capability

What Holds Growth Back?

The discussion highlighted that one of the biggest barriers to growth is mindset.

Organizations often limit themselves by thinking too small and focusing on obstacles before fully exploring possibilities. Growth begins with a shift—from asking “why it cannot be done” to asking “how it can be done.”

Leadership quality plays a direct role here. When people are given sufficient autonomy and responsibility, real growth can emerge—not only in numbers, but in capability.

At the same time, everything ultimately comes down to communication. If people do not understand what is being done and why, genuine engagement does not occur. Team leaders play a particularly important role in translating strategic messages into everyday work.

Change Requires Conscious Leadership

A significant part of the discussion focused on change management. Rapid and large-scale changes are not always the most effective—the key factor is how well people are able to keep up.

Successful change management requires:

• clear and well-defined processes
• gradual involvement of people
• a consciously chosen pace

Organizations also emphasized the importance of mapping out possible future scenarios, so that people know how to act even in complex situations.

The Impact of EBS: Mindset and Practical Tools

The discussion also touched on the role of EBS in developing leaders. Participants highlighted two key values:

• the courage to think big
• practical tools gained from studies to support management decision-making

The Morning Coffee discussion at EBS confirmed that growth does not depend solely on the economic environment. Progress is possible even in uncertainty—if organizations maintain a strong focus on people, values, and deliberate leadership decisions.