Agility

As we enter December, expecting employees to be interested in doing things differently is unreasonable. Naturally, they want the business of the year to end well. But most are on a fixed track, focusing on their performance metrics and hoping for the best. Leaders are in limbo between 2025 business plan approval and deciding what to say about the future at the year-end party.

Looking ahead to 2025, the only certain thing will be uncertainty. Politics, taxation, legislation, technology and commercial competition will call for adjusted plans. Doing what worked in the past won’t do in the future. As one Regional MD I know says: ‘“If we keep doing what we have always done, we can only expect the same results.” Few shareholders will settle for that.

Expect to hear ‘Agility’ more often in company culture and performance discussions. Being able to pivot quickly and implement new ideas in response to market dynamics. For inspiration, we can look to examples of global businesses demonstrating surprising agility.  Disney, one of the world's strongest brands, owns the concept of ‘storytelling’ but never rests on those laurels. Recently, it pivoted toward digital and streaming platforms through Disney+. Restructuring its operations, consolidating content creation and distribution under one banner, and investing in exclusive content to differentiate itself. The shift has made Disney a formidable competitor to Netflix and Amazon Prime Video and attracted millions of new subscribers. This transformation was not driven not by technology but by employee behaviour change. As Disney CEO Bob Chapek says, "To drive change, we inspire our employees to be bold, take risks, and embrace new ways of working. We need people who are adaptable and passionate about shaping the future of storytelling."

Global coffee shop Starbucks seeks to create ‘connections over coffee’ and is restless in finding new ways to build a sense of community around its brand. Recently, it has focused on evolving its customer experience through digital innovation and improving the sustainability of its product offering. Customer experience has been reshaped through a better app and loyalty programme. In parallel, it has ramped up the sustainable sourcing of coffee and invested in eco-friendly packaging. As anyone who has executed a simple pack change will know, that represents a huge effort. Laxman Narasimhan, Starbucks CEO, prizes the ability of staff to adapt to new ways of working: "Our partners (employees) bring their best selves to work. Inspired to innovate and embrace a culture of inclusivity as we adapt to meet the changing needs of our customers.”

If you’re looking for business agility in 2025, start with employees - potentially your most adaptable resource.