We’ve compiled 10 example 3-minute speeches from CEO seminar speakers, covering a wide range of topics, so we hope you find them useful if you’re in need of speech examples.

Creativity starts with small things

It’s amazing what you can do when you think about it.
It’s amazing how new things are being created every day, all the way back to the beginning of time, and all the way to the present day.
People are constantly thinking and creating.
Creative people are said to be in the limelight, but how many people think they are?
Because most of us are ruled by mediocre mindsets, mediocre food, and mediocre lives.
While there are many new technologies coming out of the information technology (IT) space these days, it’s definitely hard to create something completely new under the sun.
We always expect ideas to come out of the woodwork, but actually coming up with something new is never easy.
So, instead of just asking them to come up with something new, wouldn’t it be more effective to inspire your employees and create an environment where they can see ideas all around them?
After all, leaders are the ones who create an environment that fosters creative thinking.
Your employees are just ordinary people, just like you, but isn’t it the job of a true leader to bring out the creativity in them?
Creative ideas don’t come out of nowhere; they come from the power of noticing the small moments in our daily lives.
Sometimes, big innovations start with small changes around you.
I often say to my employees. ‘Look at your surroundings, but look at them differently than you normally do.’
There are often huge possibilities hidden in the little things that we often overlook.
Thinking in new ways, seeing things from angles you’ve never seen before, and getting ideas from things that don’t seem to go together – that’s the first step to creation.
For example, in the product planning and design departments, I often travel abroad, and I always say to my employees. ‘The ideas you’re looking for may come from places that have nothing to do with the products we make.’
Even when we’re researching underwear designs, I encourage them to look for ideas in the architecture of buildings or the cityscape.
I even tell my staff to keep an eye out for toilets. Toilets are an essential part of a building, but at the same time, they are complex spaces that need to be both decorative and functional.
The attention to detail and ingenuity seen there often provides important lessons that we might otherwise miss. Yes, there are hints in the smallest of places.
Original ideas start with the discovery of the ordinary.
Creative thinking is about seeing possibilities in seemingly ordinary things, and then developing them.
Isn’t the power of noticing the little things the beginning of innovation?
Today, I invite you to go back and notice the little things again.
I challenge you to believe that the little things can make a big difference.
Thank you, everyone, for listening.

The power of communication for success

Good morning, everyone.
Today, I’d like to reflect with you on the importance of communication.
What is communication? Communication is more than just the transmission of information; it’s the exchange of hearts and minds. It happens in interaction, and it’s a two-way process, not a one-way street. Every moment we interact with people every day is communication. From family conversations at home, to meetings between colleagues at work, to catching up with friends, we’re constantly communicating.
But what does good communication look like? Communication is more than just talking; it involves listening, understanding, and empathising. It is the sharing of meaning through symbolic interaction, and the process of establishing commonality. It is also the process by which human beings form relationships through encounter, dialogue, and sharing, and through which they affirm themselves and achieve self-realisation.
One famous person who has spoken about the importance of communication is Irish statesman Sean McBride. The winner of both the Nobel Peace Prize and the Lenin Prize, he emphasised that communication is more than just a way to communicate, it’s a crucial element that allows humans to step outside of their instincts and be inspired. In organisations in particular, communication establishes authenticity and legitimacy. Without communication, organisations would lose their raison d’être, leading to chaos and conflict. It’s also important to remember that the development of balance in society as a whole is also achieved through communication. Communication is the pivot that keeps society in balance.
What about the lack of communication? When we don’t communicate well, we can easily feel alienated, and that alienation gradually leads to conflict and confrontation. Poor communication in organisations can lead to conflict, and poor communication in society can breed mistrust and violence. In the end, a society free from violence and confrontation is a balanced development based on communication.
To communicate well, we must adhere to a few important principles.
First, we need to be humble. Humility stems from respect for the other person and is a fundamental basis for communication. The English word for humility comes from the Latin word ‘humus,’ which means ‘soil. Soil accepts everything, doesn’t make a big show of itself, and allows new life to grow from it. Like the soil, we need to be humble to truly connect.
Second, we need to acknowledge the other person. Communication begins with respect and acknowledgement. Denying or dismissing the other person makes any communication impossible. Just as the scriptures tell us that peace comes when the bride and groom respect each other, dialogue comes naturally when the subject and object of communication acknowledge each other.
Third, you need to have an attitude of reverse support – in psychology, we call this empathy. Putting yourself in the other person’s shoes and trying to understand their feelings is at the heart of communication. It’s the key to moving beyond a conversation to a true connection.
Fourth, it’s important to listen to the other person first. It’s been said that ‘speaking first creates a confrontation; listening first creates a dialogue’. We should listen to what the other person is thinking rather than asserting our own opinions first. That’s why we have two ears and not one mouth. The habit of listening twice and speaking once is the foundation of healthy communication.
Finally, we need to clear our minds. We should always approach a dialogue with an open mind, free of prejudice or preconceived notions. Goodwill is the most important foundation of communication. It allows us to listen to the other person without prejudice, and allows for true communication to take place.
Yulgok Yi likened communication to the ‘yin qi’ of a nation, saying, ‘The rise and fall of a nation depends on the opening and closing of channels of communication.’ This suggests that the development of a nation or the balance of a society depends on communication. Communication is not just an individual issue, but an important factor that determines the future of a community. As Hangul scholar Joo Ji-kyung said, ‘When words rise, the nation rises; when words fall, the nation falls,’ emphasising that communication is directly related to the rise and fall of a country or organisation.
In addition, American political scientist Professor Francis Fukuyama said, ‘The development of a country is determined by the level of trust inherent in it.’ Trust is built through communication. Trust is built through communication, and a society without trust is bound to experience chaos and division.
If we put into practice the importance of communication and the methods I’ve talked about today, our society can achieve greater progress and peace. Through better communication, we can contribute not only to our personal development, but also to the development of our organisations and nations.
Thank you for listening.

Fundamental principles for success

We need to take the basics seriously.
How do you avoid falling in a crisis?
How not to make mistakes, how to avoid failure?
It’s the ‘basics.
It was true then, and it’s true now, that if you get the basics right, you’ll succeed.
The pace of change is accelerating every day, and it’s disorientating.
But amidst the chaos, there are some things that remain constant. It’s the basics.
The fundamentals are the unchanging principles that keep us grounded and steady in times of crisis.
The world we live in is constantly changing.
Technology is advancing, trends are changing rapidly, and the competitive landscape is becoming more intense.
In the midst of all this change, we sometimes lose sight of our roots and get swept up in the shuffle.
But the thing to remember is that no matter what, the key to success is in the ‘basics’.
Without a solid foundation, adapting to change is bound to be difficult.
And what we mustn’t forget is that customer needs also start with the basics.
As times change, customers’ needs are becoming more sophisticated and diverse.
But the key to fulfilling these complex needs is to stay true to the basics.
If the basics falter, so will customer trust.
In a way, it’s more about pursuing the value of quality over quantity.
What is the basic purpose of customers choosing a product?
It’s all about the quality of the product.
No matter how fancy the packaging is or how famous the actor is, if the quality of the product is not good, customers will turn away from it.
And that means your product is doomed to fail.
It’s easy to focus on increasing ‘quantity’ to increase sales because tangible numbers like sales are right in front of your eyes.
But in the long run, a marketing strategy that focuses solely on the bottom line won’t work.
That’s because what today’s consumers really want is value from brands, not just price competitiveness.
Regardless of generation, if a product is of high quality, provides the best service, and gives them the psychological satisfaction they expect from a brand, they’ll rave about it.
This back-to-basics approach is a crucial factor in building customer trust and brand loyalty.
Even if you succeed in creating temporary goodwill with a short-term sale or promotion, if you fail to satisfy the basics, customers will quickly leave.
Not only do we need to protect the basics, but we need to develop and strengthen them.
Fundamentals aren’t just a starting point; they’re core values that need to be maintained and refined.
A company’s long-term success depends on how strong its fundamentals are.
It’s important to keep in mind that trust with customers doesn’t happen overnight, and once it’s built, it can easily crumble if the basics are neglected.
There’s only one thing we need to remember: take the basics seriously.
And that’s it.
Thank you for listening.

The key to growth: people and talent

Growth comes from people.
Good afternoon, everyone. We are here today to discuss the issues facing Korean businesses. We’re all moving forward with the goal of sustainable growth, but how can we drive it? Most companies are immersed in product development and innovation to find new engines of growth, but despite their efforts, I feel that we still don’t have a clear answer.
We’ve heard countless business success stories over the years: advice to let go of the bottom 10% of employees, demands to constantly check and recheck employees, and insistence on spending huge amounts of money to acquire talent. The idea that the fiercest, toughest, most charismatic leader wins in the end is part of the business conventional wisdom that many managers follow today.
But I’d like to offer a different perspective: I’d like to emphasise the importance of a ‘people-centric strategy’. Sustainable growth is not just about technology or capital – it’s about people. Technology development is driven by human creativity, passion and commitment. Growth without people may bring short-term gains, but it cannot guarantee long-term sustainability.
What are the most important factors that many global companies consider when choosing an offshore production or R&D location? You might think they look at tax incentives, rebates, or financial resources, but that’s not the case – they look at ‘people’. How much talent is available in the area is a key factor.
The success story of Silicon Valley is a great example of this: it grew not because of low labour costs or cost of living, but because the region has some of the best educational institutions and talent pools in the world. Above all, it’s been driven by welcoming the best and the brightest from around the world and allowing them to flourish. After all, talent is the key to all success.
The secret to successful companies and economies is attracting good people, retaining them, and providing an environment where they can work freely. Google’s Chairman Eric Schmidt, when asked about his key strategy, said: ‘The most important thing for us is to get the best people and create an environment where they can innovate on their own.’ At the end of the day, running a successful company is all about people.
We can’t fight with Korea like Bangladesh in the race for low wages. Instead, we need to focus on innovation and the quality of our products and services. To achieve this, we need to harness the talents and skills of our people to create new products and services, which in turn drive the growth of our companies. I am convinced that this is the key to sustainable growth.
Now we need to ask an important question: ‘How do we manage our talent and maximise their potential?’ The answer to this question will ultimately determine the future of our company.
In closing, I’d like to thank you for listening.

Differentiate for success

In general, we see the ‘8 to 2 rule’ apply in many cases in the startup market: 80% of entrepreneurs fail and only 20% succeed. Most people want to enter the realm of success when they start a business, and they don’t do so without determination and determination. We all go into business with a ‘make it here or break it’ mentality. While this is true for many, it’s true for a few. Success is sweet, but failure is bitter. It’s a world where only a few succeed, and while that may seem like a no-brainer, it’s never easy to accept.
So why do most people fail and only a few succeed? What do the successful ones do differently? They put in the same amount of effort, they did the same amount of market research, they worked harder than anyone else, they focused day in and day out, but the results were different. What we can say with certainty is that the few who succeed think and run their business in a completely different way than the 80% who fail.
Competition is inevitable in any area of business, but I’m telling you to avoid it rather than desperately fighting with your competitors. How do you avoid competition? Instead of trying to improve on the same product or service as your competitors, you create something completely different and new – something that will make them disappear on their own.
It’s great if you can emerge as the winner in a fierce competition, but most don’t. This is why it’s important to take a completely different path from your competitors whenever possible. Of course, this can be a risky and challenging path to take, but it’s one that must be considered if you want to truly succeed. If you want to avoid repeating your failures, you need to avoid following the path of the unsuccessful.
With neighbourhood bakeries closing down one by one in recent years in favour of large franchised bakeries, Manopin’s success story of focusing on just one product, the muffin, is instructive. At a time when most neighbourhood bakeries were trying to diversify their bread offerings, Manopin focused on a single product – the muffin – and succeeded. Focus was the key to their success.
Similarly, One A Day, an online shopping mall, became a huge success by focusing on selling only one product a day when other competitors focused on expanding their offerings to sell more products. They chose to take the road less travelled, and that was the key to their success.
Now I want to ask you: are you competing in the same way as the majority, or are you envisioning your business in a different way, like the few successful people who have gone before you? If you want to avoid failure, you need to avoid copying the ways of the unsuccessful. Remember, the secret to building a small, strong company is to go down a different path.
And just as importantly, it’s not enough to simply have a differentiated idea – you need a systematic plan to put it into action, the ability to read the market, and a flexible mindset that can quickly adapt to the ever-changing needs of your customers. Only when you have all of these things combined are you one step closer to true success.
I hope my message today is of some use to you in your own business. I sincerely wish you the best of luck as you walk a different path and create new opportunities.
Thank you.

Lessons from Nokia: The dangers of relying on big companies

Nokia faltered, faltered, and eventually faded into history.
It came as a shock to many that Nokia, once the ‘king of mobile phones,’ had fallen so far behind the global competition.
The fact that one company’s failure can have such a profound impact teaches us an important lesson.
When you think of Nokia, one country comes to mind – Finland.
But what about Finland?
With Nokia accounting for 25 per cent of the country’s exports, it’s not an exaggeration to say that the entire country is shaken.
When Nokia was at the centre of its success, Finland experienced rapid economic growth thanks to Nokia, but now it’s a different story.
Finland’s story is a stark reminder of the dangers of economic dependence on a single company.
Nokia was once a corporate success story, dominating the global mobile phone market.
But when they failed to adapt to the changing times, they lost their competitive edge and fell into a rapid decline.
According to the Finnish Institute of Economic Research, Nokia’s tax payments fell from €1.3 billion in 2007 to around €100 million in 2009.
Nokia’s share of Korea’s gross domestic product (GDP) fell from 4 per cent in 2000 to 1.6 per cent in 2009.
‘Nokia’s pain has become Finland’s pain,’ according to the Wall Street Journal.
This is something we should take as a cautionary tale.
It’s not a cripple across the river.
It’s not an exaggeration to say that a handful of large companies account for more of our economy than Nokia did in Finland.
Of the 1893 trillion won in sales of Korea’s top 1,000 companies last year, the 10 largest companies accounted for 403 trillion won, or 21.3 per cent.
This concentration of the economy means that the failure of a single company could lead to the failure of the national economy.
The sales of the number one company, Samsung Electronics (KRW 112 trillion), is close to 10 per cent of GDP.
If Samsung falters, Korea will falter.
South Korea is a small, open economy.
When conglomerates like Samsung, Hyundai, and LG fail to adapt to global market changes, the entire economy stumbles.
So what should we do?
We need to create a diversified economy so that our economy is not overly dependent on any one company.
We could be facing a second Finland.
What should we focus on?
The social structure centred on a few large companies that dominate the Korean economy needs to change.
According to data from Statistics Korea in 2023, 99 per cent of the total number of businesses in Korea are SMEs, and 88 per cent of business workers are from SMEs.
This means that SMEs are the backbone of the Korean economy, and without strengthening their competitiveness, the entire economy will be vulnerable.
Therefore, shouldn’t policy consideration and attention be given to supporting and nurturing SMEs by both the government and businesses?
We need to start with large corporations and genuinely seek a path of shared growth.
We need to create a sustainable growth strategy where the success of large organisations leads to the success of society.
What’s the key?
While large companies need to be stable, it’s essential to encourage the growth of SMEs and help them become globally competitive.
After all, it is only when we have a balanced economy that real progress will be possible.

We are connected by books

We’ve all grown up reading books with our eyes. We flick through the pages of a book, tracing the letterpress, savouring the rich feel of the pages and the thoughts that swirl through our minds, only to be jolted back to reality less than five minutes later.
I want to call someone to join in the excitement, but I can’t think of a single face, and I end up going back to my daily routine, alone and silent, with the book in my mind. That’s how I met you, and through you, I discovered that books aren’t something to be enjoyed alone, but something to be shared.
Gathering and reciting together is certainly different from simply reading with your eyes. The words come alive, and the world of the book is brought to life as the sound permeates the body and mind. The phrase ‘connecting with others through the resonance of sound’ comes to mind. When we read a book aloud, we feel its meaning spread among us.
But even if you can feel the resonance of sound, I’m still curious about your minds. I wonder what brought you here on this busy weekday evening, dragging your weary bodies away from your respective lives.
Surely you were craving a beer with friends after work, and maybe the bed waiting for you at home was tempting, but nonetheless, we’re here for a reason. Isn’t it because we find comfort and strength in each other’s company, in reading and sharing through books?
‘I was lonely,’ many of us say. This is perhaps the most realistic reason we read. We find like-minded people in books, and they act as an outlet for feelings we’ve been unable to communicate, and there’s also the joy of making true friends without the need for alcohol or other entertainment.
Even if we read the same book, we interpret it from our own perspective, based on our own life experiences, so we learn from each other’s interpretations and discover new perspectives. In this process, we realise that we are not alone and that we are all connected.
Life is always complicated, and few people are completely free from poverty. We live with money today, and we have the same anxiety that we had yesterday and will have tomorrow, but we enjoy these leisure activities and find balance in our lives. We cherish these moments because they remind us that life isn’t all about money, even if only for a moment.
Dreaming of success, battling poverty, and balancing it all while remaining carefree is probably what we are like in this day and age, and it’s this side of us that shines brightest when we read. We use books to look within ourselves, to connect with others, and to live life with a little more generosity.

Shadows of strong leadership

What kind of person are you?
I grew up always being told, ‘Don’t follow the majority, make your own decisions and act on your own.’
When I believed something was right, I tried to prove it to myself by making it happen.
In that iterative process, some things worked, some things didn’t, and I learnt the world by bumping into myself.
I didn’t rebel against my parents’ teachings, but rather tried to adapt to them.
As a result, I believe this was an important influence in my later development of unwavering conviction and strong drive.
After entering university, I chose a minor to explore new areas outside of my major.
Although it was unrelated to my major, I challenged myself to have a broader perspective.
At the same time, I was actively involved in clubs and volunteering, looking for opportunities to take on leadership roles.
I founded and served as president of a volunteer organisation, interacting with a wide range of people and learning the importance of communication.
After graduating from college, I travelled abroad to learn about other cultures and perspectives.
Whatever I did, I always tried to set clear goals and consciously act in line with them.
I had only one goal.
I wanted to be a leader.
So what kind of leader am I?
People say to me.
‘You listen to people, but you don’t seem to truly hear their hearts.’
‘You pretend to be compassionate, but in the end, you’re called a bully.’
In the end, I wanted people to change on my terms, on my terms.
In South Korea, a republic of two halves, many halves would say to me.
‘You’re just another Ik in a fancy mask.’
Does that sound cruel?
But I’ve only now realised that they were right.
At first, I thought I was different from the other ducks in the world, but in the end, I wasn’t so different from them.
I was, after all, one of them, wearing a fancy mask and wielding power.
This made me take a hard look at myself and realise that I needed to recognise the limits of my leadership.
Strong leaders like me sometimes have limits.
If you hold strong beliefs and don’t listen to the voices of others, you become increasingly isolated.
In a sea of smiling faces, there were fewer and fewer genuine, heartfelt conversations.
We had a disagreement with an employee who was a founding member, and he left the company.
It wasn’t until this situation that I realised the problem with my leadership.
As I became more successful, I became more of an infantile solipsist.
But success doesn’t always mean dogma and isolation.
Leadership, at times, requires strong drive and determination, but it’s also about accepting input from others and growing together.
What about you?
How do you use power in your own life?
Are you abusing it?
Here are some questions to ask yourself
Who am I among the many suits in my country?

Strategies for securing a myeongcham, a partner in success

In the 21st century, what is the image of a myeongcham-mo to us?
We think of a time when the master-servant relationship no longer exists. On the one hand, it’s no longer an authoritarian relationship, but a collaborative one, where the chief of staff is no longer just an assistant, but an important partner who grows with the company and shapes its future.
On the other hand, in the age of Western values and the digital information revolution, a shadowy figure has emerged – but what is a chief of staff, and does their loyalty really exist?
To answer this question, we have Steve Ballmer.
He is best known as Bill Gates’ chief of staff.
Ballmer joined Microsoft in 1980 as the company’s 28th employee, and in less than 20 years, he helped build the company into the world’s largest corporation. The relationship between Bill Gates and Steve Ballmer throughout Microsoft’s growth story has been described as ‘the Gates and Ballmer of Microsoft’.
‘Microsoft is the ‘Gates and Ballmer one-man show.’
‘While many see Bill Gates as leading Microsoft, those who know the inside story recognise that Steve Ballmer is behind many of Microsoft’s greatest triumphs.’
‘Gates is a technologist, a strategist, and a commander-in-chief. Ballmer, on the other hand, is a businessman, a matriarch and a field commander.’
‘Gates is the antitrust litigator, Ballmer runs the company.’
He even went so far as to say.
‘They are the gatekeeper and the grim reaper. One prepares the afterlife, the other brings death.’
So the relationship between the two men in Microsoft’s history is absolute.
It’s often said that Gates sets the direction for Microsoft, but it’s Ballmer who figures out how to get there.
We all know the success of Microsoft as a result of their collaboration. This story teaches us an important lesson. It’s that no one person can achieve great things alone.
It’s all about the people who drive the company, and the importance of key people, or the chief of staff, cannot be overstated.
Bill Gates had a chief of staff named Ballmer behind his success, and you need one too.
We often think we have to do it all, but a true leader recognises their gaps and seeks out people to fill them. How many people do you have in your life that you can trust? Ask yourself this question – they’re the ones who will set you on the path to success.
They’re not just loyal employees; they’re partners who share your vision, fill in gaps, and help you make better decisions. Behind every successful leader is an advisor, and having one on your side is the first step to true success.
Starting today, make sure you have the right people on your side to help you succeed. They are the ones who will make your dreams a reality.
Thank you for listening.

The need for middle management change

A university once asked students about their career paths after graduation. The question was very simple and straightforward: ‘Do you want to work for a Korea company or a foreign company?’ The answers were that more people wanted to work for a foreign company than for a Korea company. The female students in particular were very keen to apply, so I tried hard to convince them and explained the advantages of Korea companies. I emphasised stable jobs, welfare benefits, and the opportunity to contribute to Korea’s economy. But the students’ responses were the same: they couldn’t survive in the hierarchical and rigid organisational culture they had experienced in their few internships. In the end, it was a matter of communication.
For example, one boss liked coffee milk, so a subordinate would buy instant coffee for 250 won and mix it with cold milk from a convenience store. The coffee may not have been very hot, but the boss felt it was a great gesture and said, ‘You should be so considerate.
‘It’s okay, you should be this considerate.’
For the first time, the employee says, he felt a wave of self-doubt: ‘Is this what social life is like? Am I such a useless human being? Why did I work so hard on my TOEIC?’ Is this the way the world really is?
According to many HR consulting reports, the person who has the biggest impact on how satisfied employees feel with their company and their job is not the CEO or executive, but their direct manager. This means that the role of middle managers is just as important. They play a critical role in shaping an organisational culture where employees feel passionate about their work and are able to bring their creative ideas to the table. As a leader, you should make it a priority to get your middle managers to change and collaborate with you in spreading a culture based on your organisation’s core values.
For HR leaders, it is a critical issue to ensure that talented people who have gone through a difficult process to join the company do not leave for other companies. Especially for young talents, the main reasons for turnover are the vertical communication style, authoritarian hierarchy of superiors, and closed corporate culture in Korea, which is a very unfortunate reality. Today’s talent is not satisfied with just salary or benefits; they want to work in an organisation where they are free to be creative, where communication is mutually respectful, and where their value is recognised.
‘Due to the male-dominated and conservative corporate culture of Korea’s companies, foreign companies in Korea enjoy a reflex benefit of easily attracting talented female employees,’ said one female scholar. Korea’s companies, on the other hand, are missing out on this talent because of their rigid cultures. Much of this could be addressed if bosses would take a little more weight off their shoulders and be more considerate of their subordinates. It will be the role of leaders to facilitate this change.
It’s important to help them connect with their subordinates, and to encourage more creativity and autonomy within the organisation. Leaders need to lead by example, drive change, and make sure that middle managers follow suit. Only then will employees be more motivated, and the organisation will evolve for the better.
Thank you so much for listening.