We recorded this episode in April, and to be honest, it kinda feels like April never left. All the themes that were present then are simply louder now. What has become clear in the meantime is that strategy (e.g. what is happening, what matters, and what are we doing about it) is more important than ever. But how should we think about strategy in an emergent and participatory system? Is it intuitive and built in to the very structure of the org? Is it something we have to do? How should we weigh reflection against action?

In this episode of Brave New Work, Aaron Dignan and Rodney Evans speak with Lorin Thomas-Tavel, an executive at Kaplan, about the intersection between strategy and digital transformation, and how their strategy is changing and accelerating on the ground in the midst of the pandemic.

Learn more about Lorin on LinkedIn and Twitter.Learn more about Kaplan at their website.

Mentioned references:

Graham Holding Company

Berkshire Hathaway

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00:00 Intro01:52 How Kaplan’s perspective on strategy shifted07:32 Role of prioritization in strategy work14:16 Balancing annual planning needs with emergent work and nimble strategy18:55 Signals and resources to pay attention to in strategy work23:10 Importance of making time for deep thinking in strategy26:36 Pandemic’s impact on Kaplan’s strategy work31:53 Behavioral shifts in strategy at this moment34:38 Wrap up: Leave us a review