Irresistible Change: How to Spot Real Growth

Motley Fool Hidden Gems Investing

The Motley Fool

Investing, Business

4.3 • 3.1K Ratings

🗓️ 22 March 2026

⏱️ 19 minutes

🔗️ Recording | iTunes | RSS

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Summary

How can investors tell the difference between a real value-creating transformation and “compliance theatre”? Phil Gilbert, serial entrepreneur and former IBM General Manager, joins the show to talk about his new book, Irresistible Change: A Blueprint for Earning Buy-In and Breakout Success. Motley Fool contributor Rich Lumelleau talks with Gilbert about the red flags of CEO bluster, the "25% Rule" for cultural tipping points, and why the next generation of great investors will be tracking "Revenue per Token." Host: Rich Lumulleau Guest: Phil Gilbert Producer: Bart Shannon, Mac Greer Disclosure: Advertisements are sponsored content and provided for informational purposes only. The Motley Fool and its affiliates (collectively, “TMF”) do not endorse, recommend, or verify the accuracy or completeness of the statements made within advertisements. TMF is not involved in the offer, sale, or solicitation of any securities advertised herein and makes no representations regarding the suitability, or risks associated with any investment opportunity presented. Investors should conduct their own due diligence and consult with legal, tax, and financial advisors before making any investment decisions. TMF assumes no responsibility for any losses or damages arising from this advertisement.We’re committed to transparency: All personal opinions in advertisements from Fools are their own. The product advertised in this episode was loaned to TMF and was returned after a test period or the product advertised in this episode was purchased by TMF. Advertiser has paid for the sponsorship of this episode. Learn more about your ad choices. Visit ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠megaphone.fm/adchoices Learn more about your ad choices. Visit megaphone.fm/adchoices

Transcript

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0:00.0	When you hear a lot of bluster from the CEO and there's mandates involved, those are two leading indicators that the rank and file probably are not going to be given a chance to become bought in.
0:16.0	They probably don't have the agency that is required for them to truly adopt change and make it stick.
0:29.7	That was IBM former general manager of design Phil Gilbert, author of the new book, Irresistible Change,
0:36.7	a blueprint for earning buy-in and
0:38.8	breakout success. I'm Motleyful producer Mac Career. Motleyful contributor Rich Lumelo recently talked
0:45.5	with Gilbert about change and about how investors can tell the difference between the real
0:50.8	deal and CEO Blester.
0:59.1	Welcome to Motley Fool Conversations. I am Motley Fool contributor, Rich Lamello.
1:02.7	Today I'm joined by entrepreneur, executive, and author Phil Gilbert.
1:08.1	His book, Irresistible Change, explores what it takes to make change something organizations actually want to adopt. For investors understanding which companies
1:11.5	can truly reinvent themselves may be one of the most important edges in long-term portfolio
1:16.4	construction. Today we'll explore how to identify real transformation, how to separate change from
1:21.9	theater, and how culture, customer experience, and incentives ultimately drive shareholder value. Phil, welcome to the
1:29.0	Motley Fool. Great. Thank you, Rich. I'm glad we have a chance to, you know, kind of sit down and talk.
1:34.4	I guess it's always helpful just to get like a little bit of background. Got a unique experience,
1:38.5	kind of an entrepreneurial, but then, you know, kind of big business background. Now you're an
1:42.6	author. Tell us a little bit about your background. Yeah, sure. I was really a serial entrepreneur and kind of pictured myself as a
1:48.7	startup guy. My third company was a company called Lombardi Software. We were in this pretty mundane
1:54.2	middleware space called business process management, headquartered in Austin, Texas. And in 2010, IBM bought us. And to be honest,
2:04.5	it was a great exit. Shareholders happy. Customers were happy with a company like that to support them.
2:09.9	And I kind of figured I would work with the team for a year or so to get them through the integration,
2:14.2	but always figured startup number four was out there. A speed bump got put in that
	...

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