Two years ago, we asked if AI could write your purpose and values. Our answer: It can mimic the words, but not the meaning.

In this episode, Emily and Laurie pick up where they left off — this time looking at AI’s role in creating vision and strategy. With 71% of companies now using or exploring AI, it’s no longer niche. But can it really give you direction, or does it just reflect back what you already know?

We talk about:

• How AI can act as a “mirror” for your existing thinking
• The risks of skipping human participation in strategy-making
• Why collective buy-in matters more than a perfect plan
• Practical ways to use AI as a starting point, not the final word
• Creative and collaborative approaches to building a vision your team owns

We leave you with two questions to reflect on:

• Would your team recognize themselves in an AI-written strategy?
• Are you aligned in belief, or just in language?

Don’t let a compelling plan distract you from the conversation that should have shaped it.

Hi everyone.

2

Welcome back to Re-Imagining

Work from within . I'm

3

Emily and I'm glad you're here.

4

If you caught me and Laurie in our

last episode that we recorded together

5

a couple of years ago you'll remember

that we explored a big question.

6

Can AI write your purpose and values?

7

What we landed on was that while AI

might be able to mimic the language,

8

it can't create the meaning or shared

belief that gives those words real power.

9

That conversation led us to

the next question on our minds.

10

Can AI help you decide where you're going?

11

Can it support you in shaping a vision

or strategy, or is it still something

12

that people have to create together?

13

That's what we're digging into

today, and I'm joined by Laurie.

14

Hi Laurie.

15

Laurie: Hi Emily.

16

Emily: We're exploring the bots.

17

Laurie: I can't believe it's been two

years since we did that last episode.

18

I think if you'd asked me before this,

I would've said that has, has chat

19

PT even been around for that long.

20

Emily: Yeah, I totally agree.

21

it's crazy that it's been a topic

for us to discuss for that long.

22

It's been in the workplace and there's

been some evolution behind it as well.

23

since we last spoke, the use of

generative AI has increased from 33%

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in 2023 to 71% by the end of 2024.

25

Wow.

26

That's a pretty big jump.

27

Laurie: That's a really big jump.

28

I mean, I feel like

that's true though, right?

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I mean, of course it's true because

it's a statistic, but so many more

30

people from clients to friends to.

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Even my family.

32

Talking about it and using it, and it

just feels like it's kind of normal now.

33

Whereas I think when we did it last

time, it still felt a little niche.

34

People were still testing

the water around it

35

Emily: I was still using

it on my desktop browser.

36

I have since downloaded the app.

37

I can now speak directly to chat GPT,

which has been a interesting experience.

38

It speaks back.

39

Yeah, and we, we could use it in our

personal lives and our professional lives.

40

I wanted to say that 77% of

companies are using AI or expLaurieng

41

AI use within their business.

42

So it's no longer just a

small, part of our world.

43

it's fully getting embedded.

44

I wanted to take some time to explore

the evolution of AI in the workplace.

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a couple of years ago, we

explored whether or not AI could

46

write your purpose or values.

47

And we found that it could give us some

convincing words, but it couldn't give

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us meaning or that shared experience

of making those words come to life.

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I think we used a barbecue metaphor.

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Is that right?

51

Do you remember Laurie?

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Laurie: I think you were

mostly responsible for that.

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that's true.

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If I remember rightly, we were talking

about the difference between the

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store-bought microwavable ribs that

you might enjoy versus that slow cooked

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smoker experience, and they're both ribs,

but there's a fundamental difference

57

between the flavor and the taste and

what it means to eat one or the other.

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, Wri other.

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Writing your purpose and values with AI

kind of felt like a store-bought microwave

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version, whereas if you really want

those values and that purpose statement

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to really carry the meaning and the

intention and the inspiration that they

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should have in order to be effective.

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Tools in your culture, then

they need to be slow cooked and

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smoked up nicely with your team.

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Emily: Gotta build in that meeting,

gotta add in that dash of love.

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It's the only way.

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now we wanna take a moment and

ask if AI can mimic clarity,

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can it also mimic direction?

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Can it help you decide where you're going?

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Or is a vision and strategy something

that only people can create together?

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Before we dig into ai, I thought we

could take a moment to define what

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we mean by strategy and vision.

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What does strategy mean to you, Laurie?

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Laurie: Well, maybe I'll

start with vision actually.

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that's the order we tend

to think about them in.

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Having somewhere to go before you

think about how you get there.

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always a good way round to do things,

but I think in a vision for us, we

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describe as a picture of the future

that you want to move towards.

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a lot of time what we notice is that.

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Visioning becomes an exercise

in trying to predict the

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future, which isn't quite right.

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if we've learned anything from these last

few months and few years the future is

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so unpredictable we keep hearing, talk

about uncertainty and being able to cope

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with it surprises through our economies,

surprises through our political systems.

85

Changes that we can't really

anticipate coming visions aren't

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really about trying to solve for that.

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They're not about pulling out our crystal

ball and trying to know and control

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what's going to happen in the future.

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They're much more about intention.

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They're about asking ourselves what

do we want most from the future?

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What's the kind of future

we would love to create?

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And being able to then have this picture

of the business we're trying to build

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of the impact we're hoping it's going to

make that means something and can guide

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the decisions we make moving forward.

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Emily: Do you think that people

sometimes confuse alignment on language

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with actual alignment and direction?

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Laurie: Yeah, definitely.

98

I mean, a lot of the time when we are

working with clients that already have

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a vision statement and that vision

statement in most cases has, arrived

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before many of the people who work there.

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it's really interesting asking people

what their vision means to them and

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starting To understand the difference

between being able to remember what

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that phrase was that you saw on the

website with really having a felt sense

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of what the organization that you work

for is trying to achieve in the world.

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Emily: Yeah, absolutely.

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really good thinking there, Laurie.

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So what do we think about AI's

involvement in this world?

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Did you have an opportunity to

play around with it as well?

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Laurie: I did.

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We've been writing within two

year vision and strategy, and

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I've been playing with it.

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I'll admit, I've been.

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Leaning on what we call a droid,

to help us with some parts of that.

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Emily: what do we think?

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Have we been impressed with the droid?

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I personally was a little impressed.

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Laurie: What did you ask

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Emily: So let's take a look.

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we have to give it a good

base of info to get it going.

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I, took chunks of texts from our website,

speaking to our services who we are and

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what we're doing along with a couple

of plans we've had internally after

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feeding it all of that information,

I asked for it to come up with,

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vision and direction and

some strategic priorities.

124

So I thought I could read you just the

intro that it gave me, 'cause I thought

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that itself was pretty well done.

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We founded within people to reimagine

how businesses grow, putting people and

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purpose at the heart of transformation.

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Over the last 10 years, we've seen that

dream take shape in many forms in the

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cultural shifts of our clients, in the

ways our own partnership works, and in

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the growing community of leaders who

are building the companies they love.

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Now as we look ahead to the next two

years, we're stepping into a new chapter,

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one that deepens our impact, sharpens our

focus, and supports us to grow sustainably

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as a business and as a partnership.

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This strategy is an invitation to

align around shared priorities, to

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invest in the future of our work

and to stay grounded in the within

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way as we expand what's possible for

ourselves and the leaders that we serve.

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Laurie: Oh, I can just imagine you.

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On the team, all hands, CEO, Emily

saying that and people going,

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yeah, gosh, that sounds great.

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It sounds

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Emily: so good.

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It's a lot of beautiful words, but it

didn't really give us a lot of anything.

143

Did it?

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Laurie: Just don't look behind the words.

145

It's like a movie set, isn't it?

146

It's fantastic from the front,

but if does it actually mean?

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What are you actually trying to say?

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Emily: yeah.

149

I mean it is a really great mirror.

150

it did a really good job on reflecting

back what I've already shared with

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it, but in terms of coming up with a

new direction or a new way of thinking

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based off of what I fed it, that's

where I feel like it's really lacking.

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Laurie: that's cool.

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I didn't even, catch bits from

our website and paste it in there.

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I just said, go look at our website

and On the basis of that, start telling

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me a little bit about the risks

and opportunities that you see for a

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business like us over the next few years.

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where do you think we're under

threat and where do you think

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we have opportunity to grow?

160

it was remarkably interesting

and compelling, the stuff

161

that it came back with.

162

It was really cool inviting it to explore

kind of what our industry is gonna be

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going through, the kinds of things our

clients are going to increasingly need.

164

Obviously, one of the things that

I try, I always think of AI sitting

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there and then realizing that.

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It is one of the major threats

and opportunities to our business.

167

it always comes up on the list.

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But for forecasting and scanning

and getting a feel for what's

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going on outside of our immediate

bubble, it's a really good tool for

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sparking different thoughts in space.

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I don't know that we would ordinarily

do the landscape scan and then

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consolidate that and come up with our

insights, and that would take us a week.

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this is happening in a matter of seconds

and it's presented beautifully and

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it gives you a really great headstart

into the kind of conversations

175

you've gonna be wanting to be having.

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Emily: So what did we learn?

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Do we feel like we came away

with some guidance from the bot?

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Laurie: Definitely.

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Emily: Great.

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Laurie: Definitely.

181

And you know, as you did there, kind of

even asking it to translate that into

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statements of vision and a storyline

of where you're going, it does an

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eerily plausible job of doing that.

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I have, read a lot of visions

written on company websites and

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places, and it's right there with

all of those in terms of how.

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Convincing, it can create a picture of a

kind of future state of your organization

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or what's gonna be most important

for you to be thinking about as you

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move forward over the next few years?

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Really good.

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Emily: Well that's all fine.

191

it sounds like, there might

still be something missing.

192

from what AI is able to create.

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And I think it's something that we

touched on in our last podcast, but I'd

194

love to dig into it a little bit here.

195

The words are beautiful, the strategy

it's putting out or the predictions

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that it's putting out are very helpful.

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But I would say that, when others

aren't a part shaping the energy,

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they might not feel ownership over

it, even if they agree with it.

199

So without participation from your team

or leadership, there's less of that

200

natural alignment we've been talking

about and less energy to implement it.

201

And maybe even a higher risk of

strategic drift or passive resistance.

202

I think that we're missing that element

of collective buy-in, but maybe we could

203

speak to what that element would offer.

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Laurie: I think that's a conundrum, right?

205

Because.

206

There's some real advantages as the

leader of an organization to be able

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to get a vision and strategy pulled

together without intruding on the time

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and energy of my other senior leaders

who are super busy and probably, you

209

know, don't have time just available

to be having these kinds of deep

210

and meaningful conversations with me

211

Then the downside of not having

those kinds of conversations, if

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creating a vision and strategy were

an exercise in efficiency, then chat,

213

GPT could do a really great job.

214

AI could create something plausible

that would help move it forward.

215

But in an ideal world, creating

a vision strategy is not that.

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It's how we.

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Meaningfully understand the

direction we want to move in,

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the impacts we want to make.

219

the strategy piece there is really

about what are the choices that we're

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gonna make and sometimes the hard

choices that we need to make in order

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to move ourselves in that direction.

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And you can't usefully shortcut those.

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Discussions 'cause it's so important

for the people who are going to

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be responsible and accountable for

helping a business travel towards that

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vision or execute on that strategy

to feel what it means to them and to

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understand that accountability in their

bodies, not just in what they read

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Emily: absolutely.

228

Something that I've been thinking about

are the moments of tension or charge that

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you might not actively be thinking about

in your day to day that don't get dug

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up without those types of conversations.

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Even with that great input, you're

gonna miss those edge cases or the

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lived realities, or even signals

that other people are noticing.

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So little bits of tension that are

bubbling under the surface or something

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that just hasn't been articulated in

the right way because you haven't had

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the space to work it out and process it.

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I think that creating that space and

allowing space for a little bit of

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positive conflict and a little bit of,

creative friction, it's going to allow you

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to work through those conflicting views

or those moments of tension and charge and

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come to the other side with resolution.

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And again, that collective

buy-in feeling like we were all

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a part of creating the solution.

242

Laurie: Yeah, it's really hard to have

people feel like they can commit behind

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something if they haven't argued it.

244

To voice their dreams and fears around

what it represents for them, and then

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work through that as a group, as a

aligned leadership team, you need to

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hit those moments of misalignment.

247

You need the individuals there to

speak to the concerns they have, the

248

desires they have in that space, and

find your way through that together.

249

In order to arrive at a place where

you can feel really committed to what

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it's, you're, you're trying to work on.

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Emily: Yeah, absolutely.

252

And I am just thinking of like, if

there's something that you think needs

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to be changed in terms of internal

communications, for example, but you

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don't get to speak to your reasoning

behind that, then it might just feel

255

like a really shallow suggestion

versus the experience that you're

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having, and adding depth to that.

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Laurie: Yeah, it totally does.

258

if you can have something that sounds

beautiful and works really well, but if

259

behind that, everyone's kind of nodding

along but deep down they don't really

260

believe in it, you're not going to have

people feeling committed to delivering it.

261

You're gonna have people going well.

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I didn't really, that wasn't

really my idea in the first place.

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I didn't think that was the right

decision for us to be making.

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And you'll start to, whenever you meet

challenge on the road to that vision,

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which you're gonna do, the kinds of

choices that have been set out for you

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if you haven't been involved in some way

in understanding what they represent.

267

We talk about strategy as an

exercise in making bets Like,

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where do we wanna place our chips?

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What gambles are we gonna take?

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What are the choices that we're gonna

get behind that are gonna allow us to

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move towards the vision that we have?

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And if a bot writes your strategy,

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Who owns the consequences?

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Emily: Owning the consequences is huge.

275

just being able to connect to and

relate to the thing that you're trying

276

to accomplish, is really important.

277

and there's an element of feeling

like you got to help build the thing

278

versus just being told what to do.

279

If you open the door for emotional

investment, it's only going to.

280

Increase people's desire

to help you accomplish it.

281

Okay, so let's see here.

282

We've talked about what AI can do.

283

We've talked about the missing piece,

but how can we bridge these two?

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How can we bridge the gap?

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How can we actually use AI and

still get that emotional and

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collective buy-in from our team?

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Is there a way that we can still use it

in the workplace or is it just a no-go?

288

Laurie: we need both.

289

I think definitely.

290

it's like having the most amazing

assistant you could ever want as a group

291

of leaders working towards something.

292

It's not going to remove the

responsibility, the burden of

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being a leader in that moment.

294

You still need to be able to step up and.

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Share your hopes and fears.

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You've got to find ways of thinking around

and through some of the challenges that

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your business faces in the coming years.

298

You've gotta really be on board

with contributing to the decisions

299

and choices that need to be made

to navigate those and to exploit

300

the opportunities you got there.

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I don't think AI can replace those things.

302

And if we use it to, it's a challenge.

303

But to get the ball rolling

on those conversations and to

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inform them so much more quickly

and so much more intelligently.

305

some of the things that we played

around with Jeff and I as we were

306

thinking through the within strategy

were just, once we had a sense of what

307

we think some of key opportunities and.

308

Gifts that we would want to be stepping

into as an organization over the

309

coming years would be, we could feed

that back into chat GBT and ask it

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to play through a bunch of scenarios

for us, for example, of what happens

311

if we were really more concerned

about the impact that we want to make

312

The profitability of the

business, fascinating.

313

What would change, what sort of

things would you work through there?

314

What if we wanted to take certain

kinds of investment or think about

315

opportunities for us to form better

strategic partnerships and think about

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mergers and acquisitions as opposed

to, bootstrapping and investing in

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ourselves as we go through this?

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What would change in our approach

around those things it doesn't

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give you the perfect answer but it.

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Always gives you a great starting point

for a conversation that feels like

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it's already worked through a bunch of

variables for you that you can then take

322

and inform the conversations we needed

to have around, well, which of these

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things does feel more important to us?

324

You know, when we hold these up

against our own vision of where

325

we want to go, which approach

is moving us there more closely?

326

What sort of.

327

Sacrifices trade-offs, focuses are we

being invited into in these different

328

scenarios, and how do they feel for us?

329

And does this create an interesting

potential pathway forward for us?

330

Emily: fascinating,

331

Laurie: that ability to create

insight and information to

332

consolidate a whole bunch of data.

333

Into some useful insights and then to be

able to play through different scenarios

334

really quickly is super valuable.

335

Absolutely.

336

And it transforms the ability to

spend our time and brain power on the

337

aspects where those are best deployed.

338

Emily: and honestly, we should all

be thinking about AI and having

339

expectations around AI what can we be

using this tool for that will help.

340

Enable us to do the work we really

love or the work that's most impactful.

341

This is a computing device, and while

it's fun to play around with its

342

creative possibilities, I think that

as humans we should be holding on.

343

To the creative outlets as much as

possible and passing on that busy

344

work, to the robot to do the computing,

to do the evaluation part for us.

345

That thing that would take

just hours of tedious tasking.

346

That's, I personally think what, chat

and other AI should be utilized for.

347

Laurie: Yeah, and I think you bring

up a really important point which is

348

that this should be a creative process.

349

I think normally when you talk about

vision and strategy, people don't

350

see that as a creative process.

351

They see it as an analytical process.

352

And you know, when we work with

clients around visioning, it's

353

a invitation to dream, right?

354

It's create a, create a picture.

355

Of the world that you see.

356

And we do that often in a thing

that I like to call a kind of bridge

357

between business, school and preschool

in terms different creative ways

358

That super analytical space where

we're inclined to try to predict the

359

future and make good decisions rather

than tapping into what we want most,

360

what we're most passionate about, what

most meaningful to us in these spaces.

361

So I think if you see vision creation

and even strategy development as

362

creative processes, it really helps

to stop you falling into the trap of

363

just delegating all of this to a bot.

364

Which is incredibly good.

365

at analysis, but doesn't give us that

same creative output and way of stepping

366

into these conversations that causes us to

create that sort of infrastructure in our

367

business that doesn't just feel like an

Excel spreadsheet with some numbers on it.

368

telling us the important but

kind of boring and motivating

369

to some but not others.

370

Story of what needs to happen

over the next little while.

371

You know, that people don't

rally around a spreadsheet.

372

They don't rally around an algorithm.

373

They rally around a story that's

crafted by leaders they trust.

374

You know, The difference between

creating that story and simply

375

reading it is fundamental.

376

Emily: Yeah.

377

I have a quote here that I wrote

while we were taking notes that AI

378

can help us write about a strategy,

but it can't help us create one.

379

We have to be the people in

the room doing the creating.

380

And this is a little bit of a sidebar,

but I just have to ask, out of all The

381

activities, the physical, you said?

382

it was a combination of

preschool and what was

383

Laurie: Business school.

384

Emily: What would be one of your

favorite, strategic or visioning

385

activities, like hands-on creative

activities that you've done?

386

Laurie: Yeah.

387

I love doing a couple of

things around visioning.

388

I think the challenge with visioning is

getting people outta thinking about today.

389

And also getting them away from thinking

about how do we make this happen?

390

'cause those tend to be full of

limiting beliefs and assumptions that

391

are shaped by our experience of what's

going on in our business right now.

392

Totally.

393

And it's too easy to kill a dream by

wondering how it becomes real before

394

you've had the opportunity to have it.

395

to dream, I love using exercises around.

396

Visualization helping people imagine

this future place and describe what they

397

see there, rather than trying to predict

what change is going to happen over that.

398

And then how do we visualize that

place can be super powerful and can

399

be really abstract and effective

in that if people take away.

400

Visual anchors from their vision, they

tend to be really powerfully held.

401

Like I remember us doing a vision

for within, I dunno, must have been

402

nine, 10 years ago now, and I still

can picture this magazine cutout of

403

a bird, which was flying across the

top of it and kind of representing the

404

desire for us to push the boundaries

and move into clean skies around

405

conversations around culture and growth.

406

That still stays with me now and it

still shapes the way I think about what

407

it is we're trying to do in creating new

blueprints for growth for organizations.

408

Right.

409

So that kind of thing AI can't

do, but it's starting to.

410

It's not gonna be able to find that

meaning, but it's quite fun to feed

411

in a bunch of things we're thinking.

412

Make me a picture of that.

413

Instead of write me a.

414

Four point roadmap of that, which

I think can start to harness some

415

of the creative powers that it's

starting to come up with now.

416

Emily: Yeah, absolutely.

417

We did a similar visioning exercise

in my time during, within, and

418

one of the ones that I really

remember is a magazine collage,

419

We had a big image of ripples.

420

that always comes into my

mind when we're talking about.

421

Like speaking to the work

within people's doing anyway.

422

Yeah.

423

those moments, of connecting to the vision

in a more tangible way, really stick with

424

you and help align a group of people.

425

Laurie: Yeah.

426

I think the same goes into

the strategy creation as well.

427

That tends to be, and I think a

lot of time that turns itself into.

428

Talking about goals and trying to

build a roadmap for where we're going.

429

so often strategy is described as

a roadmap, and I find that a little

430

bit challenging because I think quite

often people think that the purpose

431

of that roadmap is to give them

one road, so that focuses them and

432

moves them in the right direction.

433

When I think.

434

That's how strategies used to work.

435

It used to be this is the way from A

to B and here's what we're gonna do.

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And you would work your way

through getting it done.

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right now the world

doesn't let you do that.

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The number of times you are

driving down that road on your map

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and suddenly the road's blocked

and you gotta find another road.

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unless the map shows you what those

other roads can be or helps you.

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Understand the way that you're going

to make a decision or what is most

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important to you when you come to

having a choice and a hard choice,

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that's a kind of an even over choice.

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Like we would rather continue to make

this kind of impact even over making

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this kind of profit, or we're going

to keep that kind of margin in our

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business, or we're going to invest

in people in this way even over.

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Opening up this new part of our business

starting to work around the concepts of

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what's gonna help us make great choices

and decisions that's gonna keep us

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focused, but allow us to be flexible.

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That's gonna keep us.

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on the path towards our vision, but

allow us to be more resilient to

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changes that come along our way.

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I think that becomes, if not a creative

process, a collaborative process

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between a leadership team who need

to look each other in the eye and

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go, what are we gonna choose between

if we get to this kind of situation?

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Or how do we.

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Make decisions as a

group in these scenarios.

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What is going to be most important to us

as we walk this journey that allows us to

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know that when the inevitable uncertainty

hits, we're on the same page with, how

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we're going to work our way through it.

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Emily: It's almost like we keep calling

it road mapping, but it's more like.

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A compass with checkpoints, you know,

or really that north star, the direction

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can remain the same, but the way we

get there, we need to be able to adapt.

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if we think about two years ago

recording this AI podcast and how much

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has changed and how fast AI has grown

in that time, that's a perfect example

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of how quickly the road can change or

be under construction, so to speak.

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Laurie: Yeah.

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And you know, so often when that does

happen, the strategy kind of gets

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torn up and Abandoned or mistrusted

as opposed to it accommodating for

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those things as we work through it.

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And so I don't think AI's going to.

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Do a really good job of understanding

yet how a group's gonna make decisions

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around these things and make choices.

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I think again, it can offer scenarios

and ways of thinking, but to understand

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the kind of cultural dynamic of

a group of leaders and be able to

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create a system by which that group of

different people kind of share meaning.

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Land decisions and things, you know,

that's all still has to happen here.

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AI still gets to be the

assistant in that space.

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It doesn't get to be the leader.

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Emily: I had a couple of questions that

I wanted to invite our listeners to think

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about as we're closing up this episode.

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Would your team recognize themselves

in an AI written strategy?

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Are you and your team aligned in

belief or just in language, something

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for you to consider and reflect on

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as you're getting ready to look at your

vision for the year ahead definitely

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takes some time to consider these moments.

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Don't let a compelling plan

distract you from the conversation

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that should have shaped it.

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Anything else that you'd like to leave

our listeners with or you'd like for

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our listeners to consider when thinking

about AI and visioning and strategy?

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Laurie?

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Laurie: No.

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I think just, who's leading?

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Is it the bot or the leader.

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And let's remember that this is

a creative process and really

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try and keep it in that space.

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if you are experimenting and playing

around with this as we know, 70%

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of businesses are, I'm sure it's

the leaders that are doing this.

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sometimes with curiosity,

sometimes with desperation.

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But if you are.

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Trying this and finding ways to use AI

to contribute into that creative process

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of visioning and strategy development.

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We'd love to hear how you're

doing it and what you're doing.

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So reach out to us and

let's talk about it.

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Emily: All right.

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Well, that's about it

for our thoughts on ai.

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Thank you for listening, everyone.

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We hope that you enjoyed this discussion,

and like Laurie said, we'd love to hear

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your thoughts on AI in the workplace.

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So please don't hesitate to reach out.

511

You can tune into our podcast every month

for more episodes on what's happening

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in the culture and leadership space.

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What's on the minds of leaders committed

to change in our community and other

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future of work content you crave.

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Re-imagining work from within is

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