Be careful not to focus too much on the immediate changes when planning for a post-COVID world. This crisis might lead to deeper, more disruptive shifts in our societal structure — shifts that should be at the core of any business strategy.

ReD Associates collaborated with renowned photographer, Alastair Wiper, exploring our clients’ industrial landscapes.

Christian Madsbjerg and Mikkel Rasmussen, authors of The Moment of Clarity, in conversation with Tim Sullivan, editorial director of Havard Business Review. Here, Christian Madsbjerg and Mikkel Rasmussen discuss the need for the human sciences to help businesses innovate in contexts of great uncertainty.

In The Moment of Clarity, Christian Madsbjerg and Mikkel Rasmussen examine the business world’s assumptions about human behavior and show how these assumptions can lead businesses off track. But the authors chart a way forward.

In this closing talk, Senior Partner and co-author of Moment of Clarity, Mikkel Rasmussen discusses the four levels of influence that orient business decisions: Self, Company, Market, and Society. Truly transformational companies succeed in influencing their markets and the wider culture, but this requires clarity that few companies truly have.

In this second presentation, Senior Partner and co-author of Moment of Clarity, Mikkel Rasmsussen details five key signs that your business has encountered those “Level 3” problems discussed in ‘When Should I Turn to the Human Sciences?’

In this brief presentation, Senior Partner at ReD Associates and co-author of Moment of Clarity, Mikkel Rasmussen, discussed the three levels of business problems, and why the human sciences are critical to solving “Level 3” challenges: those where companies have a vague sense that “something is wrong,” but cannot clearly identify a specific problem and have no idea as to how to solve it.

Innovation inside many of these companies is characterized by strong teamwork across disciplines, business units, and professional functions. There is a very widespread idea that innovation is driven by a lonely genius, a specific department, or a very special group of innovation champions, but this does not appear to be the case in these high-performing cultures.

Companies struggle in emerging markets because they underestimate the importance of local culture and social behavior.

Drawing investors to cities no longer depends on low taxes. The new trend is to sell a city on its people and lifestyle.

Most toy companies conduct market research by sending out surveys. Lego sends out anthropologists to study kids in their natural habitat.

As banks digitize more of their services, the human factor can be lost. How can banks better understand the financial wellbeing of their customers?

Only by combining thick and big data can CMOs find real solutions to their strategic problems.

At its core, all business is about making bets on human behavior. Companies that excel at making these bets tend to thrive.

A brewery’s story shows how “sensemaking” can facilitate transformations of product development, organizational culture, and corporate strategy.

While the “20% time” rule might have worked at Google, it is doubtful whether it would work outside Silicon Valley.

Ad agencies want to use Big Data analytics to create highly targeted ads. But an algorithm can never truly master the art of persuasion.

What good is a degree in the humanities in the real world of products and customers? Far more than most people think.