The unrealised

Strategic empathy

Imagine this. I was at a US airport recently and needed throat lozenges. I had just four dollar bills, and was pleased that they were priced at $3.99.

At the counter, I was told, “That’s $4.29 sir”.

Of course. I’d forgotten about sales tax. They add it separately here. I was ready to whip out my card, when the sales assistant surprised me.

With a smile, she said, “Put your card away. Give me your $4. I’ll cover the tax.”

It turns out she’d built a ‘system of kindness’. People often told her to "keep the change," so she used that accumulated pile to help others facing similar shortfalls. This wasn't just a random act of generosity; it was institutionalised empathy. She had created a replicable process to address a common customer issue with warmth and understanding.

That small encounter, which lasted all of 30 seconds, stayed with me. Empathy isn't just a feel-good concept; it's a strategic advantage. So, why are some businesses so good at strategic empathy, and others are not? And, why it isn’t the case that all people are trained to be empathic, within the context of their job role?

Question: How can you understand — and replicate — the empathy that your customers want you to have for them?

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Shockingly real

Forget everything you thought you knew about video-based reality.

This week, two mind-blowing products dropped into my awareness that I predict will both bring about a future reaction of: “In the old days, people used to do WHAT?”

First, Sora. Imagine telling an AI engine (just like ChatGPT) to create a video and it actually does it, complete with stunning visuals and effects. No filming, editing, or special effects skills needed. Check out the Tokyo videos, the bearded man, and the Golden Retriever puppies in the snow – you won't believe your eyes.

Exhibit B is Apple’s Vision Pro. This isn't your average VR headset. It's Apple's leap into "spatial computing," allowing you to interact with digital objects in a whole new way. Words can't do it justice, so see for yourself:

Now, I’m an unashamed early adopter, so I’ll be queuing for both Sora and Vision Pro. Not because I know exactly what they can do for me, but precisely because I don’t.

These aren’t just gadgets. They’re game-changers because they are both generative platforms. People will apply their skills not only to using them, but also to finding new applications for them, from which other capabilities will be built. Like Kodak’s camera revolution of the early 20th century which democratised picture taking and created a plethora of applications (fashion, science, advertising), these will democratise use of 3D space for information and media manipulation (AVP) and creation of imaginatively unbounded video material (Sora).

Imagine kids of the near future combining these two platforms to create entirely fabricated worlds into which people immerse themselves. And, that of course leads us to the perils of such technologies: the increasing detachment from ‘reality’ they create. But, is that a problem, any more than Kodak photography gave us the illusion that a split second in time image captured in a 6x4 glossy print was a ‘memory’?

Question: How can you anticipate - and usefully apply - these technologies in your business?

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The edit room of reality

Do you ever wonder why movies often feel so different from a script? Filmmakers know the real story unfolds in the editing room, not on set. It's the same in business.

My sage friend Sean, a film teacher, says, "Reality happens in the edit suite." Regardless of the script, director's vision, or even what's filmed, the edited product is what we experience.

This translates perfectly to businesses. Forget grand strategies, executive wishes, or rollout plans. What truly matters is what frontline employees implement and how this then is perceived by customers.

Another colleague likened organisations to light bending through water. An original idea gets distorted as it passes through different "refraction layers" – people, departments, and situations. And, military strategists know this too. As the 19th century German General, von Moltke famously said, "No plan survives contact with the enemy."

So, how do we bridge the gap between strategy and reality? Two opposing approaches exist:

a) Tighten the Grip: Shorten the distance between idea and execution. Implement stricter controls to minimise variation as things move through different layers.

b) Embrace Agility: Accept that variation will occur, and give people both latitude and judgement to deliver their best.

Which approach resonates more with you? The choice ultimately shapes how your organisation navigates the gap between strategy and reality.

Question: How do you ensure that what’s delivered resembles what’s intended?

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I love knowing that you’re out there, so bridge the gap between us by clicking the ‘heart’. If you want to go further, please also drop me a line somewhere and let me know what you’re thinking.

Watch for gaps between the world we inhabit now, and the one we’ll live in soon, and I’ll see you next Friday.

Andrew