Purpose-led creative strategy
Purpose: it’s why you exist. It is a deceptively simple — and fundamentally human — concept. Purpose has the ability to deliver real impact to the entire organisational solar system: from employees, to consumers and customers, and to the community.
Addressing the challenges of C21 business often starts with having clarity of cause and a deep sense of purpose.
Why does this business exist? Why does it matter? Where does our true value lie? What is the highly defensible configuration of activities and resources that enable us to deliver on our purpose?
How can we design the hard and soft edges of our business in service of our purpose?
Once our purpose is understood and articulated, we can help to bring the purpose to life through business strategy, culture and communications.
We will also help to ensure that innovation efforts are guided through a purpose lens and framework.
Human-centred design (HCD) is a creative approach to problem solving that starts with the people we are designing for and ends with new solutions that deliver real benefits to them.
This framework prioritises the right solutions – not just the easiest ones.
HCD begins with listening and observation. When we deeply understand the people we are trying to reach, and then design from their perspective, not only are delightful, unexpected solutions generated, but also the ones that people will embrace.
HCD builds deep empathy with the individuals and communities that we are designing for. The process is highly iterative: listening, designing, listening again, learning, building lean prototypes, testing, listening, learning and revising - to arrive at surprising and impactful solutions that are ready to be put to work in the world.
Adaptive issues often present a challenge to the core DNA of an organisation. They are complex, persistent and often difficult to diagnose. Adaptive issues are problems for which we have no known solutions, no defineable scope, no easy ‘fixes’.
Adaptive issues go to the heart of people’s values and beliefs– often attitudes and behaviours must be challenged in order to make progress. These challenges require new capacities, new experiments, new discoveries and many adjustments. This can be difficult, takes time, involves loss and generates pushback and resistance.
Adaptive leadership is a framework that helps people make progress on complex problems by thinking and working differently, by developing the skills of advocacy, enquiry, generating real and relevant data, and building the skills of diagnosis.
Through this framework, people build capacity and are mobilised to tackle tough issues, adapt and thrive.