In a world where disruption is the new normal, the ability to detect and respond to change swiftly is a defining trait of successful organisations. We spoke* to leadership and culture expert, Eduardo P Braun who argues that early detection of change is not simply a matter of process or technology - it is fundamentally a cultural competence, woven into the fabric of the organisation.
Eduardo P Braun has spent his career helping organisations to be as human as possible. By putting people first, Eduardo believes organisations can align their purpose and vision with individual aspirations and become as human as the employees who work for them.
When markets are in a state of flux, and rapid technological change is transforming the art of the possible, organisations must be ready to respond and adapt. By establishing stronger connections and providing room for personal growth, Eduardo believes organisations can become more resilient and innovative. This starts with culture rather than restrictive processes and instructions. Eduardo says, “A process is designed clearly with manageable scenarios and defined roles. Culture, on the other hand, gives you guidelines that allow people to react to each situation.” In other words, while processes are useful for predictable scenarios, it is culture that enables organisations to sense and respond to the unexpected.
Embedding this culture starts with encouraging employees to be in a state of continuous sense-making. Rather than training them to simply follow instructions, organisations should allow employees space to constantly look, reflect, understand, and interpret what’s happening around them. This requires a strong emphasis on curiosity, empathy, and tolerance for ambiguity, all qualities that rarely appear in a strategy document but are essential to organisational agility. By empowering employees to notice and interpret signals of change as they arise, organisations can put themselves in a more competitive position.
For early detection and adaptability to become a genuine organisational strength, it must live within the collective mindset. A clear purpose guides the daily behaviours of employees. Eduardo explains; “Purpose and culture are stabilisers of the organisation. We used to love clear answers… well, we don’t have them anymore, and we need to be able to live with that. Clarity of purpose is the new compass, instead of a budget or a plan.” A clearly articulated purpose helps employees make sense of complexity and act decisively even when the next step isn’t obvious. It gives direction without dictating every move, enabling people to make responsible and aligned decisions at all levels. In this environment, adaptability is no longer about following a step-by-step procedure, but a shared capacity to interpret change and respond with confidence.
This shift in culture demands a new style of leadership. Eduardo believes that the modern leader is not the all-knowing figure at the top, but a facilitator of collective intelligence. He says “We need to move from the notion of a hero who has all the answers and leads all the actions to a host that coordinates different roles and people. Leadership traits like curiosity, empathy, doubt, are all part of a new set of skills that we need. The good news is that they can all be taught and learned.”
When leaders ask more questions than they answer and model humility as a strength it can have a ripple effect. Eduardo says, “When leaders say, ‘I don’t know, or ‘let’s think about it,’ that kind of attitude enhances the learning culture.” Embracing this culture of continuous learning also relies on feedback and conversation at all levels. Leaders must show that they’re comfortable with ambiguity and instability in order for this to filter to all parts of the organisation and empower others to experiment, explore, and grow.
Eduardo is clear that becoming a perpetually adaptive organisation is not a technical challenge, but a human one. Early detection of change is a way of thinking that is rooted in a culture of trust and a shared sense of purpose. It cannot be embedded within a process. By fostering a culture of continuous sense-making and empowering employees to act based on guidelines and purpose rather than directives and instructions, organisations can build the agility and resilience they need to thrive in an ever-changing world.
* This article is based on an interview conducted in preparation of the TCS / Peter Drucker Society Europe – report on ‘New Leadership for the Perpetually Adaptive Enterprise’