This is the third of four articles. You can read the introductory article here and the LEARN bog here.
In the face of relentless change, we’ve had to adapt in ways we couldn’t have anticipated. Our priorities have shifted, our strategies have evolved, and in many cases, the very core of who we are as organisations has been reshaped. This journey of constant adaptation has presented us with a unique opportunity to revisit the fundamentals of who we are, what we offer, and how we connect with our stakeholders.
In our first blog we explored the learnings from the last few years. In this second blog in the series, we ask ourselves: who have we become and what do we stand for now? Reflecting on our purpose, strengths, and connections helps position us for success in 2025, and beyond. Let’s dive into three key areas where this evolution is most needed.
For any public or private entity, the strategic fundamentals - vision, purpose, values, and competitive positioning - are not just words on paper. They are the principles that guide decisions and shape brand identity. But following a period of rapid change, it’s worth asking if the fundamentals still resonate.
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Vision and Purpose: The past few years have sparked new priorities for many, especially around areas like sustainability, diversity, inclusiveness, wellbeing, and community impact. Does your vision still align with your team’s and customers’ expectations? Reconsider your purpose to reflect today’s values and where your sector and business is going.
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Core values: Are your stated values still relevant and reflect what actually happens in practice? If values are misaligned, there’s a risk that your team and customers may not ‘get you’ or feel disconnected from what you stand for. Authentically living your values is becoming even more critical in a world that is increasingly prioritising meaning over just making profit.
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Competitive positioning and unique value proposition: Why should customers choose you over others? In an era where options are greater, global and more easily available, this is a critical question. Take the time to redefine your customer value proposition in terms of benefits you offer and the outcomes it delivers to the customers. Show how you uniquely address customers’ changing priorities, for example, through digital innovation, a strong ethical stance, greater customisation, or exceptional customer service.
REASSESSMENT EXERCISE: Gather your leadership team and revisit your vision, purpose and values. Do they reflect the organisation you are today and where you are heading to? Consider conducting a survey with employees and customers to understand how they perceive your values and purpose in today’s context; your competitive positioning; and the value they seek from you. Insights from these exercises can transform your business.
The competitive landscape has shifted significantly. To remain competitive, businesses need to critically assess their strengths, identify areas that need bolstering, and pinpoint weaknesses that could become barriers to growth.
- Core strengths: Take stock of what you do best. Are your traditional strengths still as strong, relevant and valuable to your customers and industry? Capabilities like agility, digital expertise, resilience, and customer-centricity have become essential for many sectors. Are you leveraging these effectively?
- Rebuilding and enhancing skills: Innovation and skill development are critical investments in getting the right results. Whether it’s upskilling your team in digital tools or building a culture of innovation, think about how you can equip your team for the future. Emerging technologies like AI, VR, and machine learning are already reshaping industries; does your team have the capabilities to compete?
- Addressing weaknesses: Every organisation has its pain points, but some weaknesses – for example, weak data management or low digital engagement with customers - could become serious barriers to growth if not addressed. Identify and prioritise the areas for improvement, focusing on quick wins and longer-term strategies to build resilience.
REVISIT EXERCISE: Conduct a SWOT analysis with cross-functional teams. Encourage everyone to be truly honest about existing strengths and weaknesses but also new opportunities and potential threats. This exercise can offer real insights into how to compete effectively and may also help align strategies and investment.
While we’ve been peddling hard internally to survive and to navigating change, it’s likely some of our important external relationships have weakened or even been lost. Whether it’s with customers, communities, or other stakeholders, maintaining these connections is essential to our long-term success.
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Re-establishing customer relationships: Customers, just like organisations, have adapted and evolved. Their priorities may have shifted, so it’s essential to reconnect and listen. Understanding their new challenges and goals will help us deliver more relevant solutions. Moreover, being more proactive, tailored and personal in your communication shows that you’re not just a supplier but a true partner invested in helping them succeed.
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Community engagement: If your business has a strong physical or social community presence, ensure you’re still actively contributing. Social and environmental responsibility continues to be a significant factor in brand loyalty and reputation. Look for ways to support local causes, collaborate with community groups, bring like-minded people together, or participate in initiatives that align with your values.
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Strengthening new connections: The landscape is always shifting, and that means new connections are often necessary. Whether it’s through partnerships with digital innovators, industry collaborations, or engagement with thought leaders, seek out relationships that support your future growth. Networking isn’t just for new business - it’s a way to gain insights, to keep learning, to expand your influence, and future-proof your organisation.
RECONNECT EXERCISE: Hold ‘listening sessions’ with key clients, partners, and community stakeholders. These can be informal meetings or structured workshops where you ask for feedback and insights on how their needs and perspectives have changed. What new challenges are they facing? What would they like to see from you? Listening actively to your stakeholders can reveal new avenues for growth, connection and innovation.
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Evolving for 2025 and Beyond
Reflecting on who we’ve become and where we’re headed is more than a strategic exercise - it’s about staying relevant in a world that rewards adaptation. Organisations that take the time to refine their purpose, reassert their strengths, and to reconnect with their many stakeholders will be the ones that ‘not only survive, but thrive, in 25’.
In our next blog, we’ll explore GROW - how we take the learnings from the last blog, and the reflections in this blog, and apply them to create strategies that foster short- and long-term growth. Through learning, evolving, and ultimately growing, we can build an organisation ready to succeed, not just today but in the years to come.
