Building a system that thrives because of the storm

Mark Carney recently argued that we are not in a “transition”, a slow, orderly move from A to B, but a fundamental break from the old world order. In that environment, resilience isn’t just about weathering the storm; it’s about building a system that thrives because of the storm.

That framing feels deeply relevant to the moment we find ourselves in now.

We’ve just come through a seven-year gauntlet. An ageing economic cycle, followed by Covid, collapsing interest rates,historic inflation, trade disruptions, two wars, and surging energy costs. Now, AI is adding a new layer of uncertainty, particularly across many white-collar roles.

Judging organisations harshly for not navigating that period perfectly misses the point. The more important question is what we do next.

Good signals, cautious momentum

There are reasons for confidence. Inflation has begun to stabilise, job ads ended up year on year and pools of capital continue to be deployed where conviction and clarity exist. Taken together, these signals point to a market that is cautious, but willing to move.

The opportunity now is to deliberately design organisations that are fit for a reality still taking shape.

‍

Two challenges that define the opportunity

The horizon of abundance
AI has shifted us into a world where, for the first time, almost anything feels achievable. This vibrancy is a gift. It is also a leadership challenge we are all grappling with. When the ceiling of what is possible disappears, the work becomes making disciplined choices about what to prioritise and what to leave behind.

The challenge of uncertainty
Because the end-state of an AI-shaped world is unknown, there can be a temptation to stay silent, but our teams don’t do their best work in silence or in fear. They do their best work when there is clarity about priorities, expectations, and how decisions will be made. People don’t fear the tools themselves; they fear a lack of direction, coherence, and open communication.

‍

Building a system fit for what comes next

From our work with organisations across sectors, three elements consistently matter.

1. Clear strategy
Strong organisations resist the pull of short-termism, even when volatility makes it tempting. Futurist Amy Webb argues that short-term thinking is the ultimate risk in periods of rapid change. Instead, the work is to hold a 3–5 year vision steady, while continually recalibrating as the super cycle spins.

Tangible signals: strategic choices clearly defined and repeatedly communicated, goals cascaded, and decision rights pushed close to the work.

2. A team and culture designed for theenvironment we’re in
Culture must match strategy. Given none of us can predict the future with certainty, adaptability is now non-negotiable. The behaviours we see every day are shaped by the systems we design and how we lead. In an AI-accelerated world, adaptability isn’t accidental; it is deliberately designed through who we hire, what we reward, and the rituals we repeat. Culture either compounds change or quietly resists it.

Tangible signals: hiring forlearning agility, incentives tied to outcomes rather than activity, role clarity that enables speed, and guardrails that normalise experimentation, reflection, and course-correction.

3. Visible leadership
One of our clients recently described our team as being both hard and soft at the same time. It’s a description that resonates. The leadership this momen tasks of us is not one-dimensional. It requires humility to acknowledge uncertainty, followed by decisiveness about the direction we’re choosing to take. Trust grows when leaders are clear about what’s happening as it unfolds and how people will be supported.

Tangible signals: consistent communication, clear principles for decision-making under uncertainty, and leadership that says, “Here’s what we know, here’s what we’re testing, here’s what comes next, and here’s how we’re supporting you to build new skills.”

‍

Purpose as the anchor

We don’t yet know exactly how AI will reshape organisations, including our own. At Humankind, we are deliberately investing in the foundations of our AI fluency; mindsets, skillsets, and toolsets, so our people and our firm are well positioned to keep adapting as the technology evolves.

The leadership required now is not about having every answer. It is about courage over certainty, and humility over heroics. In times of ambiguity, purpose becomes our North Star, and our values guide decisions while the map is still being drawn.