20 years across Google, Maersk, and Diageo taught me that the biggest barrier to change isn’t ideas — it’s the gap between inside reality and outside expectations

Capacity: Whether financial, human, or cognitive; the bandwidth of people and systems determines what’s feasible.
History: Every executive carries past scars — and skepticism — from previous initiatives.
Timing: The corporate calendar defines what’s possible. The next board meeting, the next budget cycle, or a pending leadership change can shift even the best plan.
Invisible Shields: Middle managers often protect their teams — for good and bad reasons — acting as unseen filters for decisions.

November 29, 2025, 8:00 AM ET

Louisa Loran advises boards and leadership teams on transformation and long-term value creation and currently serves on the boards of Copenhagen Business School and CataCap Private Equity. At Google, Louisa launched a billion-dollar supply chain solutions business, doubled growth in a global industry vertical, and led strategic business transformation for the company’s largest customers in EMEA—working at the forefront of AI, data, and platform innovation. At Maersk, she co-authored the strategy that redefined the brand globally and doubled its share price, helping pivot the company from traditional shipping to integrated logistics. Her career began in the luxury and FMCG space with Moët Hennessy and Diageo, where she built iconic brands and led innovation at the intersection of heritage and digital transformation.