High position in hierarchy and title alone do not make anyone a strategic thinker. Traditionally, strategic thinking has been considered the prerogative of leaders – where leaders plan and envision, and the rest of the organization executes. We live in a digital age where old leadership models no longer apply. Hyperchange is here, bringing with it many simultaneous changes. The foundation of competitiveness is shifting in a dynamic environment. We need strategic thinking to understand the dynamics of these changes and to create a vision of how our company will succeed amidst the disruptions of the future. Strategic thinking is not the privilege of a few; it is a necessity throughout the organization.

The digital era has revolutionized the opportunities for businesses. When technology is leveraged correctly, it can streamline processes, enhance customer experience, and open doors to new business opportunities. However, profound digital transformation requires the entire organization's culture and structure to adapt to this new era. For many established and traditional organizations, the extent of digital transformation can come as a surprise. It's not just about updating technology and shifting product sales to digital channels. Digital transformation is about much more than just adopting new tools; it's about overhauling the entire business and organizational culture.

In today's business environment, competition is fiercer than ever. Organizations are constantly seeking new ways to stand out and create sustainable growth. In this context, customer-centricity emerges not just as a strategy, but as a cultural revolution that can determine a company's success or failure. Let's delve deeper into what customer-centric business truly means and what it requires to be realized.

During my career, I have designed pixel-level details, conceptualized strategies, business models, processes, and services. Nowadays, I can move vertically from the abstract level of systemic value creation down to the pixel and code level of an individual service. Having worked at all levels of abstraction, I have also become familiar with the domains of other parties horizontally, encompassing the work of coders and enterprise architects, as well as the activities of product managers and top management on the business side. How did the ability to think both vertically and horizontally at the same time come about? Let me tell you my own story.

Today, July 5th, I am celebrating my 10-year journey as an entrepreneur. I didn't die, didn't have to move under a bridge to live, and not once did I have to eat pine cones during my entrepreneurial journey. Instead, my knowledge has grown enormously over these ten years, my hunger for learning continues to grow, I have been able to do diverse and interesting jobs in various sectors with both large corporations and startups, and I've even managed to accumulate a nest egg of my own. But how did I become an entrepreneur in Finland at a time when entrepreneurship was mainly considered a fool's game?

A common misconception is that design is just surface-level aesthetics. It is that, of course, and having a visually appealing surface has its place. After all, who wants to buy or use an ugly-looking product or service? However, what most people forget and what is completely new to the majority is that the entire business can be conceptualized and designed. In the digital age, business is completely abstract and often very complex, requiring collaboration between many different experts. One must understand business models, value creation, business cases, customer behavior and needs, technology, data, and more. Business is still seen solely as administration and risk management, while the creative side of business is often completely forgotten.

A reminder to all of us: every company's basic mission is to create value. Traditionally, value has been created for owners. However, creating value solely for owners is short-sighted and no longer sufficient in the digital age. Nowadays, value is created for customers, business, owners, employees, and even society. Value is many times delivered with partners and the whole value creation can happen in many levels in the company.

Attention all professionals: the digital age is here, and it's time to step up your game! With technological advancements disrupting every industry, it's crucial to have the right skills to stay relevant and competitive. In fact, the World Economic Forum predicts that 50% of all employees will need reskilling by 2025. According to the same report, nine out of ten are meta skills or soft skills not tied to a specific profession or education. So, what are the skills you need to thrive in the 21st century?

It's easy to say that you're customer-centric, but is it truly reflected in your strategy? Recent studies have shown that companies that prioritize the customer experience see better performance. So why do so many organizations fail to effectively implement a customer-centric approach in their strategy? Before you add "customer-centric" to your strategy slides, make sure you're taking the necessary steps to truly put the customer at the forefront of your decisions.

I'm Jenni Saarenpää, a digital age change maker. As a seasoned change maker who has had the pleasure of working with you across various industries, countries and organizations, I feel compelled to share my candid thoughts and feelings with you through this open letter.

If your sports team or your personal investments consistently underperformed, you would likely try a new approach. Yet, research indicates that a significant majority of business strategies 60 to even 90% fail. So why do organizations persist in using ineffective tactics, wasting valuable resources in the process that is more of an annual theater? It's time for a change in the way we approach strategy in the corporate world.

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