3 questions to build a more relevant organisation

We are often asked what it takes to become a more relevant organisation. Whilst there is no single answer, there are three questions we regularly encourage leaders to explore.

1. What are we already taking for granted that could be shaping the outcome?

Every organisation has ways of thinking and working that feel normal from the inside. When we conduct our diagnostic, we often uncover assumptions that have become invisible through familiarity.

These might be long-held beliefs about customers or colleagues, established ways of making decisions, outdated definitions of success, ingrained habits, or fears about getting something wrong as the organisation evolves.

This question is not about looking for problems. It is about understanding what may already be influencing decisions before anyone has named it. Relevance begins with recognising the lens through which an organisation sees the world and how that lens may be affecting its ability to adapt.

2. Whose perspective could change how this decision is understood, who it affects or what opportunity it creates?

Every decision is experienced differently depending on someone's context, role, needs, expectations or level of trust in the organisation.

This question encourages organisations to bring different perspectives into the conversation early. It helps uncover blind spots, identify unintended consequences and reveal opportunities that may otherwise be missed.

The goal is not to make everyone happy. It is to make better-informed decisions with a clearer understanding of their impact.

3. Is insight shaping the decision, or are assumptions doing more of the work?

Insight creates the most value when it influences the decision itself rather than simply validating it afterwards.

It can sharpen priorities, expose risks, strengthen judgement and help organisations make choices that reflect how people are actually living, thinking and behaving today.

This question tests whether insight is being used proactively or reactively. Are decisions being informed by evidence, perspective and cultural understanding from the outset, or is insight being brought in later to justify what has already been decided?

The most relevant organisations do not wait for change to happen around them. They build the habit of questioning assumptions, seeking perspective and using insight early enough to shape what comes next.

Because relevance is not a destination. It is a continuous practice of paying attention to the world as it changes.

One way to get ahead of this is to bring in new perspectives, something we regularly do through our cultural confidence sessions and recently put to good use for the latest Macmillan brand advert.