In January 2023, the IMI People Strategy Network kicked off a series of in-person events. The series represents the return to in-person events, after a pivot to virtual during the pandemic.

The year’s first speaker was Ade McCormack, a former technologist, with a background in astrophysics and software engineering, who advises leaders on transformational matters.

Ade started off by talking about disruption. It’s a buzzword that has certainly gained a lot of traction in recent years, but what does the word “disruption” actually mean? Firstly, it’s all about challenging the status quo.

Covid definitely shook things up, sometimes in a positive way. But while the majority of leaders most likely think they’ve responded well, that’s not the case at all. As soon as we got back to a relatively steady state, we could see leaders and organisations slip back into their old habits. This has even been evident in organisations that we look to as cutting edge, for example those which have begun to force staff back into the office. But the truth is that there is no “new normal”. From here on out, our lives will be characterised by large amounts of disruption.

In fact, humans are not particularly wired for this modern world. We’re wired to live in tribes, and in situations that cause short bursts of anxiety (like a life or death situation), not chronic anxiety like we tend to experience in the working world.

Ade moved on to talking a bit about how organisations haven’t really progressed from the factory model that worked well during the industrial revolution. The factory model is about rigid processes – something goes in at one end and comes out at another, after being processed in some way. Efficiency is very important here, but efficiency stifles innovation!

Humans are used as tech placeholders in the factory model – people are cogs in the machine, needed to perform a specific task. When it comes to technology, today is the fastest day we’ve ever experienced, and the slowest day we will ever experience. So, in a world full of disruption, it’s not enough to simply sprinkle your organisation with “tech pixie dust” and hope that technology will save you. The new definition of talent is doing something a robot or algorithm can’t, which is of value to the market. Our ability to be creative, bring diverse things together, and pick up on weak signals in small data sets is what set humans apart.

The industrial era was about creating synthetic certainty. While this may have been good for the factories and the government, but it wasn’t necessarily good for the citizens. Thanks to disruption, the world has shifted from the state of synthetic certainty to a new state of hyper uncertainty. Whereas in synthetic certainty, past successes were indicative of future successes, this is no longer the case.

How has industrial era shaped our lives, and how might that change with further disruption? The most obvious answer to this is that the Monday to Friday, 9am – 5pm model might erode fully. Already, younger generations are working more flexible hours, which don’t adhere to this. The next is the commute to work, and the need to be in a big city to get the job you want. Remote working can facilitate employees from a much wider geographic range, and cut out the commute all together.

The factory model is dystopian, and no longer effective. But Covid has shaken us up from our slumber, and we can now think about exactly what the role of humans in an organisation should be. Our strength lies in the fact that we have creativity and the ability to perform tasks that AI and other technology just can’t do.

In summary, we need to get to a model where leadership is contextual. Think of a football match – the captains don’t run next to each player, telling them what to do next. In the moment, the player closest to the ball acts as the captain. As we enter this new, post-strategic planning world, getting through each day is the primary job.

What’s Changed Over the Past Two Years?

In the two years since these insights were shared, the world has undergone further transformation, with profound implications for leadership and strategic people management. Here are some of the key changes and trends that continue to reshape the way organisations operate and lead:

The Acceleration of AI Integration

Artificial intelligence has moved from experimental phases to being a cornerstone of organisational strategy. Generative AI tools have surged in adoption, pushing businesses to rethink roles and workflows. While Ade McCormack’s assertion about human creativity and weak signal detection remain pivotal (perhaps more than ever), organisations are now focusing on using AI to amplify human potential. This evolution underscores the importance of strategic people management programmess in helping leaders integrate AI effectively while addressing ethical, cultural, and operational implications.

Leaders must prioritise upskilling teams to work alongside AI, balancing technological advancements with human-centric approaches. Programmes like IMI’s Strategic People Management emphasise building these critical capabilities, enabling leaders to foster a workforce ready to navigate AI-driven opportunities and challenges.

Evolving Workforce Expectations

The erosion of the traditional Monday-to-Friday, 9-to-5 work model has continued. Flexible work arrangements, initially driven by pandemic-era adjustments, have now become a baseline expectation for many employees. Hybrid working remains prevalent, but the tensions surrounding remote work and return-to-office (RTO) mandates have intensified. Organisations forcing a full-time return to the office are facing increased pushback – although some commentators, including Ade McCormack, believe a full-time return to the office is inevitable for many knowledge workers.

Strategic people management today requires leaders to address these shifts proactively. Rebuilding trust, maintaining team cohesion in hybrid environments, and supporting well-being are no longer optional—they are strategic imperatives. These themes are at the core of leadership development efforts, equipping leaders to meet evolving expectations while driving organisational success.

Leadership in an Era of Hyper-Uncertainty

Ade’s insight into the transition from synthetic certainty to hyper-uncertainty has been further validated. Economic, geopolitical, and environmental uncertainties have created an ever-changing landscape for leaders. In this environment, contextual leadership—the ability to adapt and empower decision-making based on situational needs—has gained prominence. The need to lead through uncertainty and gain from disruption has never been greater.

IMI’s Strategic People Management programme emphasises the development of adaptive leadership capabilities, ensuring leaders can navigate complexity with agility, emotional intelligence and (super)resilience. These skills are critical for sustaining – and reimagining – organisational performance in unpredictable times.

The Growing Sustainability Imperative

Sustainability has emerged as a defining challenge and opportunity for leaders. The integration of environmental, social, and governance (ESG) principles into organisational strategies is essential, driven by stakeholder expectations and the climate crisis. However, the past two years have also seen a growing backlash against ESG initiatives, with critics questioning their impact on profitability, operational complexity, and perceived political overreach. This debate underscores the need for leaders to clearly communicate the business case for sustainability while delivering measurable outcomes.

Leaders are now tasked with aligning sustainability goals with broader business objectives, fostering innovation, and engaging employees in purpose-driven initiatives. Leadership development programs are increasingly addressing this imperative. By embedding sustainability into strategic people management practices, organisations can create a more inclusive, resilient and future-focused workforce.

Leadership development programs are increasingly addressing this imperative, including IMI’s Leading and Shaping Sustainability into the Future. However, by embedding sustainability into strategic people management practices, organisations can create a more inclusive, resilient, and future-focused workforce

Preparing for the Future

As the pace of change accelerates, leaders must embrace lifelong learning and strategic adaptability. Lead by the renowned Shelley Crawford, IMI’s Strategic People Management programme equips leaders to stay ahead of these trends, offering insights and tools to manage the human side of disruption effectively. By addressing challenges like AI integration, workforce evolution and sustainability, leaders can shape organisations that thrive in an unpredictable world.

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