We've decoded and created the explorer-quest leadership  (EQL) model. This model is a framework of how explorer leaders and their organisational culture functions:

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1. They strive to solve important problems that have a meaningful impact in their stakeholders' lives:

   • The goal is not a profit, profit is the result. Making a dent in the universe is what matters

   • The problems they tackle are either too challenging or have not been identified (The iPod gave people all their music on one device, long before they recognised or even believed such a product was possible).

   • Explorer cultures are not necessarily better at solving problems — rather they are better at finding big problems to solve. This is why explorer organisations and leaders are so disruptive in their own right. They do things others believe to be impossible

2. Explorer cultures and their leaders consistently seek to do things differently:

   • They make the impossible, possible because they are open to new ways.

   • An insatiable curiosity in using new technology or business models allows them to challenge established dogmas and orthodoxies.

   • This enables them to consistently be ahead of, prepared for or actually be the disruptor

3. Their objective is always a crystal clear inspirational destination: 

   • JFK wanted to put a man on the moon this decade.

   • Elon Musk wanted to build a electric sports car capable of beating a Ferrari.

   • Nelson Mandela wanted a free and democratic South Africa for all