{"id":4351,"date":"2026-02-04T08:00:01","date_gmt":"2026-02-04T07:00:01","guid":{"rendered":"https:\/\/www.planetfanatics.hu\/?p=4351"},"modified":"2026-02-23T12:47:48","modified_gmt":"2026-02-23T11:47:48","slug":"sustainability-honestly-with-peter-kulloi-episode-2","status":"publish","type":"post","link":"https:\/\/www.planetfanatics.hu\/en\/news\/sustainability-honestly-with-peter-kulloi-episode-2\/","title":{"rendered":"Sustainability, Honestly with P\u00e9ter K\u00fcll\u0151i (Episode 2)"},"content":{"rendered":"

Why would someone walk away from the top of London\u2019s banking world at age 40 to devote their life to meaningful causes? And how does that person see the world today, when multiple crises are pressing on our everyday lives? The very first episode of Sustainability, Honestly features former banker P\u00e9ter K\u00fcll\u0151i, founder of the Smiles Foundation and former leader of B\u00e1tor T\u00e1bor.<\/p><\/blockquote>\n

Two weeks ago, in the first episode of the Honestly About Sustainability podcast, Katalin Szomol\u00e1nyi and P\u00e9ter K\u00fcll\u0151i took a deep dive into global trends: they discussed why it\u2019s dangerous that artificial intelligence has no \u201ctraffic rules,\u201d why most of our problems stem from a moral crisis, and who the winners of 2026 will be. P\u00e9ter not only offered a diagnosis but also a solution: he shared three key areas of knowledge that, in his view, we will need most to survive and thrive by 2030. The podcast recording is available to watch on our YouTube channel<\/a> and listen to on Spotify<\/a>. Today, the second episode is being released, and its key insights are summarized below.<\/p>\n

In the second episode of the Honestly About Sustainability podcast, the corporate and leadership challenges of the 2030s were explored. P\u00e9ter K\u00fcll\u0151i and Katalin Szomol\u00e1nyi discussed why traditional strategy-making is dead, how the \u201cpendulum effect\u201d influences sustainability, and why cultural intelligence will be the most important tool for the leaders of the future.<\/p>\n

An episode about continuous iteration replacing traditional strategic planning, the \u201cpendulum effect\u201d of stakeholder capitalism, and the rising value of leaders with cultural intelligence.<\/em><\/p>\n

<\/p>\n

SZK
\nThe key to continuous adaptation is renewal. As a leader and as a person, what advice would you give on how to approach this?<\/p>\n

KP
\nThe most important factor is who you surround yourself with. If everyone around you just nods along, you won\u2019t make progress. You need people who challenge you, put you in front of difficult questions, and see things from a different perspective. In addition, a \u201chelicopter view\u201d is essential: a leader must see the system from above, rather than trying to piece the house together brick by brick.<\/p>\n

SZK
\nYou\u2019ve mentioned several times the importance of \u201cadult-to-adult\u201d relationships instead of hierarchical ones. Are people ready to be treated as adults?<\/p>\n

KP
\nThe key is honesty. The moment what I say turns out to be untrue, I lose credibility. You shouldn\u2019t paint a rosier picture than reality or hide the struggles; you need to present an honest picture from the start. Experience shows that where people are treated this way, they rise to the occasion.<\/p>\n

SZK
\nYou mentioned uncertainty. Today, in 2026, what does strategy mean? Are we still planning 5\u201310 years ahead?<\/p>\n

KP
\nThe era of fixed, long-term strategic planning is over. Today, it\u2019s more about guiding principles \u2014 \u201cstakes\u201d between which we continuously iterate. This is the MVP (Minimum Viable Product) approach known from the startup world: you start with a good enough solution and then adjust based on feedback. If a path turns out to be a dead end, you must be able to pivot quickly.<\/p>\n

<\/p>\n

P\u00e9ter K\u00fcll\u0151i<\/strong><\/h2>\n

A former banker who turned his back on the world of finance at age 40 to devote his life to meaningful causes.
\nIn the 1990s he worked as a director at an international investment bank, eventually becoming head of its London office. Later he decided to end his managerial career, return to Hungary, and use his energy to support those in need\u2014especially children.<\/p>\n

He founded the\u00a0Smiles Foundation<\/strong>\u00a0in 1996 and served as chairman of the board of\u00a0B\u00e1tor T\u00e1bor Foundation<\/strong>\u00a0from 2002 to 2023.
\nHe is a dedicated supporter of the\u00a0Liszt Academy of Music<\/strong>, and co\u2011chair of the\u00a0Tate\u2019s Central European Acquisitions Committee<\/strong>.<\/p>\n

A founder or investor in more than 30 startups, he supports only ventures that aim to make the world a better place.<\/p>\n

The core of his philosophy:
\nletting go<\/strong>\u2014to make room for new beginnings\u2014
\nand\u00a0courage<\/strong>\u2014to choose unconventional paths when necessary.<\/p>\n

SZK
\nHow do you see the state of \u201cstakeholder capitalism\u201d? It sometimes feels like sustainability and social goals take a back seat to short-term profits.<\/p>\n

KP
\nIt\u2019s like a pendulum. Sometimes we swing too far \u2014 for example, with certain communications around \u201cwoke\u201d movements or environmental issues \u2014 which triggers a correction, a swing back. But in the long run, economic realities still push us in that direction. Just think about the fact that insurers no longer cover some coastal homes due to climate risks, or that renewable energy is often cheaper. The direction is right; it\u2019s just a question of speed.<\/p>\n

SZK
\nWhat skills will a successful leader need in 2030?<\/p>\n

KP
\nIn the past, people were hired for IQ and fired for a lack of EQ, but today cultural intelligence is also essential. A leader must be capable of synthesis and of bringing in people who are better than them in a given field. In practice, the 50-50 principle wins: half logic, half heart, so decisions are not only rational but also authentic and lovable.<\/p>\n

SZK
\nFinally, what is the true measure in a leader\u2019s life?<\/p>\n

KP
\nI would quote Professor Clayton Christensen: true success cannot be measured by shareholder profit. The question is, \u201cHow many people\u2019s lives do you change for the better?\u201d \u2014 in other words, how many lives have you made better? That is the real responsibility of a leader.<\/p>\n

The full conversation is available to watch on our YouTube channel and listen to on Spotify.<\/p>\n