Reflect. Understand. Listen.

This is the second of four articles. You can read the introductory article here.

Over the past few years, we’ve been on a rollercoaster of change and adaptation. Many of us – as individuals and as public and private sector entities – have undergone significant transformation. We’ve had to rethink our priorities and strategies in order to survive and to stay relevant in a rapidly evolving landscape. For many, these shifts weren’t just temporary changes but permanent shifts in mindsets and actions. 

As we head towards 2025, let’s reflect on some of the key learnings that can drive our success moving forward.

The way we view the world and our role within it has changed. In recent years, we’ve somewhat moved away from a single-minded profit focus. In extremely tough economic conditions, cashflow became king, driving our decisions. By nature this is a short term view and will pass as the economy improves. At the same time there have been some big changes in perspective and priority which put the focus on impact over profits alone. Here are a couple of the big changes which are likely to keep influencing our success going forward.

• Driven by values: The challenges we faced reminded us of the importance of things like family, looking after our wellbeing and prioritising our people and our planet. Individuals and organisations are asking deeper questions about what’s important. This renewed purpose drives clarity and focus, and changes how decisions are made by us, our people, our customers and all our stakeholders. For example, championing sustainable practices, diversity and inclusion and wellness has made today’s workplaces more people-centred than ever. In an increasingly dynamic world, consistently being a purpose-led organisation is a source of competitive differentiation that attracts customers, employees, and others to choose you.

• Flexible thinking: Flexible work arrangements and remote opportunities are now baseline requirements to fostering a more engaged and loyal workforce. This same flexible approach is driving how we work with customers, with suppliers and across our supply chains. While more certainty is always preferable, we’ve learnt that being flexible, in the face of uncertainty, is a virtue all stakeholders value.

• Embracing technology: Technology’s role has expanded beyond just supporting productivity – it’s a vital part of how we connect with each other, work together, and deliver to customers. The rise of digital communication tools, automation, and data-driven decision-making isn’t just a trend; it’s transforming the fundamentals of how we operate. For example, video calling is now essential to team and customer engagement. Interactive technologies, like AR and VR, have become integral to learning, development, and even sales.

The organisations that will thrive in 2025 and beyond are those that understand and adapt to these new priorities. 

REFLECTION EXERCISE: Take a moment to do an audit. How have you changed personally in the last few years? Are your priorities different and if so, how has this changed how you think and act?  Do the same for your organisation and industry? What are the big trends that have fundamentally changed how things are prioritised and acted upon?  Are they short-term or permanent changes?

The last few years have tested nearly every business strategy, revealing what works and what doesn’t. Some approaches proved more resilient, while others cracked under pressure. Reflecting on these strategies gives us critical lessons to carry forward. 

• Agile thinking: Agile processes and adaptive planning emerged as winning strategies. The ability to pivot quickly in response to new challenges became essential, especially in product development and in marketing and pricing strategies. Organisations slow to embrace change missed out on opportunities to reach customers and streamline operations.

• Investing in relationships: Organisations that cultivated strong relationships with staff, suppliers, customers and stakeholders were better able to weather disruptions. Solid, trust-based relationships enabled them to navigate challenges with collaborative problem-solving rather than confrontational re-negotiations.

• Contingency planning: Supply chain disruptions were one of the most pressing challenges for many. Those who had invested in diversified and flexible supply chains managed to adapt more effectively. This highlights the importance of planning for the unexpected and creating multiple pathways for continuity.

The takeaway here? Organisations that invested in agility, relationships, technology, diversified solutions, and their people are emerging stronger. These are strategies to keep in mind as you prepare for 2025

LEARNING EXERCISE: What are the lessons for your organisation from the last few years? Get a cross-functional group together to discuss what worked and what didn’t? In hindsight, what would you have done differently? What things would have made a difference in how well your organisation coped? Document the learnings and make them part of your next round of planning.

Our customers have gone through the same shifts we have. Their needs and priorities have evolved and their expectations have heightened. Listening and understanding how they’ve changed will help them and us. Some ways customer expectations have shifted include:

• Demand for value: Customers today are more discerning than ever. Price remains important but delivering true value-for-money and/or adding value to their operations is even more important.

• Digital expectations: Customers now expect seamless digital experiences in sales and service. They want fast, intuitive and personalised experiences that are convenient, flexible and put them in control. This shift means reviewing our customer engagement at every touchpoint. 

• Corporate responsibility: Sustainability and social impact are top of mind for both consumer and business customers. They’re not just buying products and services; they’re choosing brands that reflect their own commitments to the environment and society. As organisations, we need to align our practices and messaging to genuinely reflect these values.

LISTENING EXERCISE: Ask your customers about how their sector and business have changed? Understand how their systems, processes and priorities have evolved. Talk to them about how their needs and expectations of you have changed. Listening to your customers has always been a recipe for success – it’s even more important following a period of uncertainty and rapid change.

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As we look forward to better times in 2025, and plan for success, let’s keep these lessons at the forefront of our conversations, our thinking and our planning. Only by learning and improving, do we create organisations that don’t just survive but thrive well into the future.

In the next blog – EVOLVE – we explore who we’ve become. Given a period of big change, what do we stand for now? We go back to our fundamentals like vision, purpose and strategy; we consider the core capabilities we have and need; and think about the connections we have with our customers, communities and people. This will lay the platform for the last blog – GROW.