Are your leaders ready for the next disruption?

In times of major organizational change, structure alone doesn’t guarantee success.

The difference-maker is leadership—leadership that takes into account the uncertainty, the lack of clarity, and the need to engage and support your teams in new ways and propels the organization forward.

Our research and work with organizations undergoing complex transformations has underscored the fact that leadership before, during, and after reorganization requires careful attention to how you react and show up to others. It means doubling down on showing up with clarity when roles are undefined; building trust while systems are still forming; and translating structural blueprints into real-world behavior.

Through each phase, one theme remains constant: thriving in transformation isn’t about having all the answers—it’s about how you lead in the fog, under pressure, and beyond the launch. The leaders who do this well don’t just survive change—they shape and define what comes next.

Today, change isn’t just constant—it’s compounding.

AI is reshaping roles. Supply chains remain volatile. Customer expectations evolve faster than annual planning cycles can keep up. In this context, a strategy that looks great on paper often falls apart in practice. Imagine a team, for instance, who spent months crafting a detailed strategy—every milestone mapped, every risk assessed. But when conditions shifted, their well-laid plan quickly felt more like a burden than a beacon. Sound familiar?

This is a reality many organizations face. The traditional top-down approach to strategy, where a select few create the plan and hand it down, is cracking under the pressure of a faster, more complex world. Organizations need a strategy that’s dynamic, resilient, and, most importantly, actionable by everyone. To make this a reality, today’s leaders must bring strategy to life through a more inclusive, flexible model that empowers teams to contribute and adapt in real time.

In this new approach, strategic planning is about more than a set of priorities and goals—it’s about creating a two-way dialogue with people across the organization, building a culture of ownership, and embedding adaptability at every level. Here’s how to reinvent strategy in a way that turns it from an isolated exercise into a collective movement, creating a fast track to impact and ownership.

Create feedback loops closer to the customer

In conventional strategy sessions, plans are often crafted behind closed doors, only to be revealed once they’re fully formed. This approach may feel efficient, but it leaves out insights from those closest to the work—and to customers. Without input from these critical perspectives, strategies risk being disconnected from the realities on the ground.

This doesn’t mean handing over the strategy process to every employee or crowd-sourcing big decisions. Leaders still set the direction. The key is being intentional about when and where employee input will sharpen the strategy. Rather than starting with a blank slate, offer specific, targeted opportunities for feedback—especially from those on the front lines.

From: Senior leaders make the strategy and inform employees of the plan

To: Employees are engaged at critical moments early in the strategy planning process

An example: A SaaS company set an ambitious goal to double in size within three years—but early alignment was missing. Leaders were energized by big ideas but lacked a shared direction. To clarify the path forward, they created a set of strategic alternatives rooted in a clear purpose. Rather than relying solely on executive input, they brought in next-level leaders to pressure test early ideas and offer real-world feedback. These leaders piloted key parts of the strategy in their markets and then offered insights from their experiences that helped sharpen the long-term strategy. By intentionally involving the right people at the right moments, the organization gained clarity faster—and built stronger alignment early on.

By building feedback loops at the right moments, you can:

• Capture frontline insights that executives may not see, enriching the strategy.
• Generate early buy-in by giving employees a voice in shaping the “how” of the strategy where they are better positioned to know what will work.
• Align daily work with strategic goals by allowing employees to test the strategy and spot where it will work—and where it won’t.
• Create an environment where teams feel empowered to surface new insights and adapt.

A participatory approach at the right times along the strategy process doesn’t just inform the strategy—it makes it stronger and more grounded in real challenges, empowering employees to shape an outcome that feels both ambitious and achievable.

Cultivating ownership at every level

Even the best strategy is only as effective as the people who execute it. Ownership at all levels is essential to driving speed and adaptability, but it doesn’t happen by accident. When employees have clarity on how the strategy aligns to their individual roles and on the decisions they can own, they feel empowered and motivated to contribute to its success. This sense of ownership fosters a nimble, resilient organization.

By building purpose and clarity into every level of the plan, leaders can:

• Empower informed decisions at the right level that support company goals.
• Create momentum by showing employees their impact early on.
• Encourage continuous learning and adaptability anchored in the customer and market.
• Shift from static planning to an iterative, progress-driven mindset.

When employees see how their roles connect to larger goals and feel like they have the authority to make decisions, they are more willing—and prepared—to take ownership. This alignment, combined with a focus on purpose, drives momentum even in a shifting landscape.

From: Strategy execution is top-down, with decisions held at the leadership level.

To: Employees at all levels have clarity on how their roles connect to the strategy and where they can make decisions, fostering ownership and speed.

An example: One global healthcare company, having grown rapidly through acquisition, struggled with a fractured strategy—each business unit pulling in a different direction. Their turning point came not from a better plan, but from a unifying purpose. By helping teams see how they fit into a bigger vision, people could start seeing themselves in the future of the company. This shared purpose became a powerful driver of ownership—especially when disruption hit. When a major supply chain issue emerged just months later, teams didn’t splinter. Instead, they used that shared purpose as a compass, identifying new ways to deliver value and keep momentum going.

Align strategy and culture

All too often, strategy and culture are treated as separate domains. Yet, no matter how robust your strategic plan, it can only succeed if it aligns with the organization’s cultural norms and ways of working. For example, adopting a more agile operating model might mean shifting the culture toward quicker decision-making and cross-functional teamwork.

To create alignment between strategy and culture, leaders should:

• Identify key behaviors and ways of working that support strategic objectives—and those that are getting in the way.
• Focus on how these behaviors show up in everyday actions and decisions, and start making small shifts that reinforce what’s needed to execute the strategy.
• Experiment and iterate, and as you see success, formalize new ways of working.

When strategy and culture move in harmony, they generate powerful momentum. Strategy becomes part of the organization’s DNA, reinforcing behaviors that propel the company toward its goals.

From: Strategy and culture are treated as separate priorities.

To: Strategy and culture are intentionally aligned, with behaviors, ways of working, and decision-making reinforcing strategic goals.

An example: A company formed through a series of acquisitions faced a challenge: culture fragmentation. With each acquired unit operating by its own norms, there was no shared way of working—and no clear basis for making strategic tradeoffs. Before any strategy could take hold, leadership recognized that the organization needed a common foundation. The breakthrough wasn’t a new plan, but a cultural one: reconnecting people to why they were part of the same company and what future they were building together.

By identifying consistent ways of working across teams and aligning on a shared purpose, they built the cultural scaffolding needed to execute strategy effectively. When external conditions changed, teams responded not with confusion, but with cohesion. Cultural alignment became the engine that made adaptive strategy possible.

Build in flexibility and adaptability

Even the best strategies need room to flex. But too often, organizations treat adaptability as an exception—something reactive, triggered only when disruption hits.

In a world where the conditions you plan for rarely match the ones you execute in, flexibility can’t be an afterthought—it must be a built-in feature of how strategy takes shape and stays alive.

The problem? Most strategy processes are built for control, not change. They prioritize precision over learning, timelines over feedback, and reporting over reflection. The result: strategies that look solid on paper but crack under real-world pressure.

Everyone talks about agility. It’s become a fixture in executive keynotes and strategy decks. But what’s often missing is the how—the operating system that actually enables teams to move quickly and stay aligned when conditions shift.

To build that system, leaders need to rethink not just their planning cadences, but the behaviors, structures, and decision-making norms that shape how strategy is executed day to day.

Here’s what that looks like in practice:

• Empower teams to surface real-time insights and propose tactical shifts—so strategy stays grounded in frontline reality.
• Support rapid adjustments without losing strategic direction—aligning short-term moves with long-term outcomes.
• Strengthen leaders’ resilience and decision-making under pressure—so they can lead through ambiguity without stalling progress.
• Establish structured feedback loops and clear decision rights—so teams know when to escalate, when to adjust, and when to act.

These shifts aren’t abstract ideals—they’re already reshaping how leading organizations approach strategy execution. One global logistics company, facing rapid expansion and constant external pressure—from shifting customer expectations to volatile supply chains—recognized that reacting faster wasn’t enough. They needed to design for adaptability from the start.

Instead of relying on rigid quarterly plans, they implemented a 30-, 60-, and 90-day strategy rhythm. These weren’t status updates—they were structured checkpoints designed to challenge assumptions, surface real-time insights, and recalibrate execution before small issues became big ones.

So, when disruption came—as it inevitably does—the teams didn’t freeze or fall behind. They flexed with purpose and kept moving, not because they had all the answers, but because they were built to shift. Adaptability wasn’t a reaction—it was how the organization worked, by design.

A new era of strategic planning

Strategic planning today isn’t about crafting the “perfect” plan—it’s about building the capability to learn, adapt, and align at scale. What’s different now? Disruption is no longer episodic—it’s constant, compounding, and often coming from directions leaders didn’t anticipate. AI is rewriting roles. Markets move overnight. And decision-making is no longer confined to the top—it’s distributed across teams, functions, and geographies.

In this environment, traditional planning cycles collapse under pressure. The organizations that thrive won’t be the ones with the most polished strategy deck—they’ll be the ones with the strongest strategic muscles: the ability to sense, shift, and stay aligned in real time.

By replacing rigid plans with dynamic systems, leaders can activate strategy as a living, participatory process—shaped by insight from every level, reinforced through culture, and tested through execution.

Because in a world that won’t wait, the real advantage isn’t having the right answers upfront—it’s building an organization that knows how to respond when the questions change.

Feedback is one of the most powerful tools a leader has, shaping both individual and organizational culture. Yet, despite its value, it’s often met with apprehension—seen as judgment rather than an opportunity. Instead of fueling growth, it can create tension, leaving recipients feeling exposed and defensive.

This reaction is natural. Feedback touches on identity, competence, and self-worth. When framed as a verdict rather than an insight, it sparks defensiveness instead of openness. But what if feedback wasn’t about judgment? What if it was a tool for gathering better data—both for the recipient and the leader?

When leaders make feedback a habit, not a performance review, they gain sharper insights, model continuous improvement, and create a culture where learning thrives. The shift from evaluation to empowerment turns feedback into fuel for growth. And at the heart of this shift? Curiosity.

Leading in a MESSY world: Why feedback matters more than ever

Leaders today operate in constant disruption and complexity. They must move beyond assumptions and seek new perspectives. At BTS, we call this operating in a MESSY world:

• M – Making sense of the broader ecosystem
• E – Establishing emotional connections to build trust
• S – Seizing momentum to stay ahead
• S – Sensing the future amid uncertainty
• Y – Yielding ego to create space for others to grow

Feedback is critical in helping leaders navigate these challenges. It’s not just a tool for correction but a catalyst for innovation and collaboration. But without structure, feedback can fall flat. That’s where the AFIRM Model comes in.

Reframing feedback: From evaluation to exploration

Great feedback moves beyond transaction into mutual discovery. When leaders model effective feedback, they foster deeper connections and unlock insights that drive performance.

Curiosity plays a crucial role in this transformation. When leaders approach feedback with genuine curiosity—asking open-ended questions and actively listening—they shift conversations from critique to shared learning. Curiosity also provides leaders with better data on how they show up, helping them refine their approach and model the kind of feedback culture they want to create.

Balancing feedback with efficiency is essential. The AFIRM Model provides a structured approach that makes feedback actionable and constructive while keeping curiosity at the center.

Structure feedback for impact with the AFIRM model

AFIRM enables structured yet flexible conversations—ensuring feedback drives results. It provides a roadmap for leaders to create meaningful, productive discussions that foster growth and accountability. Here’s how it works:

A – Agenda

Set clear intentions. Define the purpose and desired outcomes upfront. A prepared conversation leads to honest, productive dialogue and signals that feedback is a shared responsibility rather than a one-sided critique.

F – Facts, Observations, Evidence

Keep it objective. Base feedback on data and observations to minimize bias. Stay neutral and constructive. Providing fact-based feedback ensures conversations remain focused and prevents emotional reactions that derail progress.

Curiosity fosters deeper dialogue—ask questions, seek perspectives, and pave the way for growth. Instead of assuming why something happened, ask “What led to this?” or “What challenges were you facing?” to create space for honest reflection.

I – Impact

Clarify effects. Who was affected? What were the consequences? Centering feedback on impact builds trust and accountability. Highlighting the broader implications helps individuals understand why feedback matters and how their actions contribute to team success.

R – Request

Co-create a path forward. Define actionable, SMART next steps (Specific, Measurable, Achievable, Realistic, Time-bound). Encourage collaboration by asking “How do you think we can move forward?” or “What support do you need?” Keeping the dialogue open ensures accountability while fostering autonomy.

M – Mutuality

Feedback is a partnership. Success requires shared ownership and commitment to growth. A strong feedback culture thrives when both parties see feedback as a two-way street—leaders should also invite input on how they can better support and enable success. Take time to ask “What feedback do you have for me?” to reinforce that feedback is a mutual learning process.

Creating feedback-driven growth

Imagine an organization where feedback fuels engagement and connection. When framed as a tool for growth rather than judgment, conversations shift from evaluation to exploration. Everyone is on the same team, with the same goals.

Great leaders don’t just give feedback—they seek it, reflect on it, and use it to sharpen their approach. By modeling curiosity and making feedback a daily habit, they foster a culture where feedback is normal, constructive, and empowering.

Feedback isn’t about fixing. It’s about discovering what’s possible. By approaching it as a shared learning opportunity, we move from judgment to collaboration, growth, and transformation.

What’s one question you could ask today to spark a meaningful feedback conversation?

Each business revolution has reshaped not only how businesses operate, but how they organize themselves and empower their people. From the industrial age to the information era, and now into the age of artificial intelligence, technology has always brought with it a reconfiguration of authority, capability, and judgment.

In the 19th century, industrialization centralized work and knowledge. The factory system required hierarchical structures where strategy, information, and decision-making were concentrated at the top. Managers at the apex made tradeoffs for the greater good of the enterprise because they were the only ones with access to the full picture.

Then came the information economy. With it came the distribution of information and a need for more agile, team-based structures. Cross-functional collaboration and customer proximity became competitive necessities. Organizations flattened, experimented with matrix models, and pushed decision-making closer to where problems were being solved. What had once been the purview of a select few, judgment, strategic tradeoffs, and insight became expected competencies for managers and team leads across the enterprise.

Now, AI is changing the game again. But this time, it’s not just about access to data. It’s about access to intelligence.

Generative AI democratizes access not only to information, but to intelligent output. That shifts the burden for humans from producing insights to evaluating them. Judgment, which was long the domain of a few executives, must now become a baseline competency for the many across the organization.

But here’s the paradox: while AI extends our capacity for intelligence, discernment, the human ability to weigh context, values, and consequence, is still best left in the hands of human leaders. As organizations begin to automate early-career work, they may inadvertently erase the very pathways and opportunities by which judgment was built.

Why judgment matters more than ever

Deloitte’s 2023 Human Capital Trends survey found that 85% of leaders believe independent decision-making is more important than ever, but only 26% say they’re ready to support it. That shortfall threatens to neutralize the very productivity gains AI promises.

If employees can’t question, challenge, or contextualize AI’s output, then intelligent tools become dangerous shortcuts. The organization stalls, not from a lack of answers, but from a lack of sense-making.

What organizations must do

To stay competitive, organizations must shift from simply adopting AI to designing AI-aware ways of working:

• Build new learning paths for judgment development. As AI replaces easily systematized tasks, companies must replace lost learning experiences with mentorship, simulations, and intentional development planning.

• Design workflows that require human input. Treat AI as a co-pilot, not an autopilot. Embed review checkpoints and tradeoff discussions. Just as innovation processes have stage gates, so should AI analyses.

• Make judgment measurable. Assess and develop decision-making under ambiguity from entry-level roles onward. Research shows the best learning strategy for this is high-fidelity simulations.

• Start earlier. Leadership development must begin far earlier in career paths, because judgment, not just knowledge, is the new differentiator.

What’s emerging is not just a flatter hierarchy, but a more distributed sense of judgment responsibility. To thrive, organizations must prepare their people not to outthink AI, but to out-judge it.

P R E S S R E L E A S E
Stockholm, May 5, 2025

STOCKHOLM, SWEDEN – BTS Group AB (publ), a leading global consultancy specializing in strategy execution, change, and people development, has agreed to acquire Nexo Pesquisa e Consultoria Ltda., Nexo, a boutique consulting firm headquartered in São Paulo, Brazil.

Nexo has been growing continuously since it was founded in 2017. With revenues of approximately 12 million Brazilian Reales (approx. 2.1 million USD) in 2024, and a highly capable team of 21 members, Nexo has built a strong reputation for delivering transformative projects in strategy, innovation, leadership, and culture.

Nexo collaborates with a great portfolio of clients across sectors such as financial services, consumer goods, and technology, assisting both local and global companies in navigating uncertainty, unlocking creativity, and activating strategy through people. Their work encompasses culture transformation, leadership development, employer value proposition, innovation culture, and vision alignment – supported by proprietary methodologies and frameworks.

BTS currently operates in Brazil servicing both local and multinational clients with a team of 13 employees. By acquiring Nexo, BTS not only increases the Group’s footprint in Brazil but also adds significant capabilities in culture and transformation services. Nexo’s client base has limited overlap with BTS, creating strong growth potential and synergy opportunities.

“Nexo is known for helping leaders and organizations tackle some of the most complex, human-centered challenges with creativity, empathy, and strategic clarity and the Nexo team is loved by their clients,” says Philios Andreou, Deputy CEO of BTS Group and President of the Other Markets Unit. “Their products and services complement and elevate our existing offerings, especially in culture transformation, and we are thrilled to welcome the Nexo team to BTS.”

“We’re excited to join BTS. We’ve long admired BTS’s approach and unique portfolio to support large organizations and leaders in connecting strategy with culture across the organization,” says Andreas Auerbach, co founder of Nexo. “Becoming part of BTS, allows us to scale our impact and bring more value to our clients while staying true to our values and culture,” adds Mariana Lage Andrade, co-founder of Nexo.

Upon completion of the transaction, Nexo’s business and organization will merge with BTS Brazil. Nexo’s founders will assume senior management roles in the joint operation.

The acquisition includes a limited initial cash consideration. Additional purchase price considerations will be paid between 2026 and 2028, provided Nexo meets specific performance targets. A limited portion of any such additional purchase price considerations will be paid in newly issued BTS shares. The transaction is effective immediately.

BTS’s acquisition strategy continues to focus on broadening our service portfolio, expanding our geographic reach, and enhancing our capabilities to support future organic growth in a fragmented market.

For more information, please contact:
Philios Andreou
Deputy CEO
BTS Group AB
philios.andreou@bts.com

Michael Wallin
Head of investor relations
BTS Group AB
michael.wallin@bts.com
+46-8-587 070 02
+46-708-78 80 19

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Work today is too complex for individuals to succeed in isolation. Almost every critical decision, innovation, or transformation depends on teams working effectively together. Leaders rely on their teams to deliver results. Teams, in turn, rely on their leaders to create the conditions where performance is possible. This exchange, what leaders need from their teams, and what teams need from their leaders, sits at the heart of what we call teaming.

When teaming is strong, leaders get what they need from their teams [creativity, resilience, execution] and teams get what they need from leaders [direction, support, and the conditions to thrive]. It’s how strategy becomes action, how uncertainty becomes opportunity, and how businesses stay competitive in a fast-changing world.