At Awaken Group, we have been championing human-centered strategy for more than 10 years. In the age of constant disruption – for example, Covid, geopolitical tensions and GenAI – it is easy for companies to have a blinkered look at strategy and its necessity.
We think it is even more critical for companies to have robust, agile strategic planning capabilities to examine the past, plan for the future, and execute and monitor the present. This is a timely reminder on the importance of human-centered strategy, updated by taking the new recent disruptions into account.
We mentioned in our previous article that human-centered strategies follow 3 design principles. Here are the updated principles and its relevance today:
1) Start with humans: We previously said that strategies needed to go beyond functional needs to emotional needs to connect with and serve people. In the age of Big Data, GenAI and advanced analytics tools, it is easy to ‘forget’ about humans in the strategy planning process. Data analytics does not help to manage emotional misgivings, ensure alignment among senior leaders at the start of the strategy planning process, and create emotional engagement with the rest of the organization tasked with executing the strategy. Understanding the ‘why’, the deep motivations of key users first, supported with robust analytics will provide a more holistic and sustainable outcome when the strategy is executed.
With our clients, we take a both/and approach to strategy development to mitigate and manage the current complexities. We generate insights using a combination of data analytics, trends analysis and deep-dive conversations with key stakeholders e.g., C-suite, Board members, middle management and customers.
2) Engage humans throughout the process of strategy development: We mentioned that engaging key users to co-create strategy throughout the planning process was key. As speed becomes even more important, we update this by principle by highlighting the need to augment the planning process with data to improve productivity. But there is no substitute for time spent on genuine engagement with all levels of the organization to enable co-creation, and more importantly emotional ownership over the strategic outcomes. In this aspect, organizations may need to go ‘slow’ to go farther.
3) Create an open feedback loop and be willing to adapt and refine strategy: We previously stressed the need to refine and adapt, as needed. Strategies can no longer be static one-off events. They need to adapt to remain relevant. Many organizations have since adapted to agile approaches to strategy refinement but many seem to have missed the need for constant feedback communication to the rest of the organization on the strategic pivots, i.e., the ‘why’, ‘how’, impact of the shifts and revised timelines and KPIs to ensure that engagement continues to be genuine and sustainable.
Navigating the Age of Disruption
Ultimately, navigating business complexities in the age of pandemics, GenAI and changing geopolitical tensions require a both/and approach. Market and trends analysis are important. But equally important (if not more), is the human-centred approach in strategy formulation, which focuses on leadership alignment, ownership and accountability. It’s by engaging humans at every level, will you be able to unlock sustainable outcomes and create real impact.
Can your current strategy withstand the pressures of today’s disruptions?
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