Introducing Moves that Matter: Practical strategy for uncertain times
The biggest risk in strategy today isn’t getting it wrong; it’s standing still.
At Polis, we spend our days with leaders navigating complexity: geopolitical upheaval, economic uncertainty, shifting markets, resource constraints, stakeholder demands, and change that’s happening faster than systems can adapt. Across sectors, there’s a clear pattern: people are hungry for long-term grounded insight they can use now: not in six months, and not in the next budget round.
That’s why we’re launching our Moves that Matter blog series.
This is not just another collection of thought pieces. It’s a space for short, grounded, and actionable strategy insights. Each post focusses on one decision, one tension, or one move that leaders can take today to build momentum toward long-term goals. We’re sharing what we’re seeing across organisations, industries, and contexts, and translating that into something practical: 500–1000 words designed to challenge assumptions, inform action, and provoke useful kōrero.
Figure: The World Uncertainty Index reached its highest recorded level in 2025, reflecting elevated policy, economic, and geopolitical instability
So what?
Uncertainty is no longer the exception; it’s the operating environment. Leaders can no longer afford to wait for stability before acting. Instead, the challenge is to build strategic momentum under uncertain conditions. That means developing the ability to shift with ease between long-term strategic perspectives and agile actions in the face of instability and uncertainty.
Why now?
Because strategy in 2025 can’t be a plan on a shelf. It has to be lived, adapted, and continuously informed by the real world.
Because every organisation we work with is under pressure: delivering change while managing risk, preparing for the future while meeting today’s demands.
And because, too often, when we talk about big ideas like long-term strategy, purpose, digital transformation, mission-led innovation, or resilience we get the same, fair question: “But what should we actually do tomorrow?”
That’s the question this series is here to answer.
What can you expect?
This series is about relevance and action.
Each post offers our perspective, grounded in what we’re seeing in real organisations and across Aotearoa New Zealand right now. Sometimes it will draw from a piece of evidence, sometimes from lived experience. Either way, the focus is the same: helping leaders make sense of complexity and move forward with confidence.
You’ll find one or two reflection questions to bring into your next team kōrero, and at least one concrete move you can take within 90 days. Nothing theoretical for theory’s sake, just strategy that shows up when and where it’s needed.
Your first move
What’s stopping you taking your next strategic move?
Start with this: At your next leadership meeting, be brave enough to ask one strategic question you don’t yet know how to answer.
It might be:
What decision are we deferring that we probably shouldn’t?
What assumptions are we making about our users that haven’t been tested recently?
What do we know we need to solve, but haven’t yet made space for?
Asking the right questions is the first step toward better strategy.
We’re excited to explore these questions together and see where the next move takes us.