Alignment is one of those buzzwords that gets thrown around a lot in organisations, but it’s often misunderstood. So, let’s get clear on what alignment really is – and what it definitely isn’t.

It’s a hard market out there with fierce competition, global and economic events creating an ever-changing landscape, and problems moving from technical and logical in nature to complex and downright chaotic. And that’s before we even get to internal challenges like infighting, silos, and unproductive cultures.  

However, when an organisation is in sync, from the boardroom to the frontlines, everything flows towards the desired destination. Decisions get made faster and more effectively, teams pull together, and the entire organisation becomes greater than the sum of its parts.  

As I’m writing playbooks and training material for clients, I keep coming back to this question: where’s the sweet spot for growth and stretch?

We all know that mindset and behaviour change don’t happen overnight. It’s a process—one that requires clarity, consistency, and modelling. When leaders embody the desired state in a way that’s natural and authentic (not performative or patronising), it becomes a living example for others to follow.

But what happens when the gap between where people are and where they need to be feels enormous? Too big, too hard, overwhelming—so much so that people think, “Why bother?”

Let’s break the process down.

Reflecting on her work in conflict, culture and leadership development what Rikki Mawad sees are some of the critical human competencies we need to build connected, high-performing cultures. In the past we’ve always differentiated soft and hard skills for leading ourselves, others and organisations well – but we should start thinking about some of the core human competencies that help take us from functioning to flourishing.

With Futures Archetypes by DISCO you can ensure your organisation not only navigates transformation, but thrives through deliberate, human-centered approaches, stretching towards possible futures, and integrates the systems to support it all.  

Traditional approaches to long-term planning, based on linear thinking and market projections, are no longer sufficient. Futures thinking offers a new paradigm for engaging with this uncertainty, focusing on envisioning multiple potential futures and equipping leaders with the ability to adapt, innovate, and thrive. 

In today's fast-paced, ever-evolving business environment, most discussions around organisational transformation focus on readiness for everything, adaptation, and rapid and continuous change. However, an emerging and equally important strategy involves what can be called "slow-change transformation." This approach centres on stabilising the existing organisational system and prioritising human flourishing over constant upheaval. 

“Tomorrow belongs to those who can hear it coming.” - David Bowie 

Futures work has so much potential to support long term outcomes for our businesses, communities, industry and our state. But there are a few tips that you need to consider before you choose how you engage in futures work.