When we speak of human flourishing, it’s tempting to imagine a life free of friction — one where joy, health, purpose, and security flow without resistance. But as the data from The Global Flourishing Study and a growing body of global scholarship reveal, the reality is more complex, more human, and, perhaps, more hopeful. 

Reclaiming the power of HR to design flourishing organisations.

Dear People Leaders, Culture Builders, and Architects of Organisational Life… it’s time we remembered who we are.

You are not just policy writers, culture consultants, or change managers.
You are designers of the system.
You are custodians of human potential.
You are influencers of what it feels like to work here — and what is possible because of it.

Historically, most organisations bring in consultants when something is broken. A team is faltering, a system has failed, leadership is stuck, or culture is fraying. The brief is often urgent, and the ask is clear: stabilise what’s not working. More recently it’s been for shorter arrangements coaching specific leaders or to deliver training to a wider group in the hope things overall get better. 

It’s time to reframe the consultant’s role. 

Inspired by insights from The Global Flourishing Study 

In a world increasingly dominated by digital interactions, global mobility, and rapid change, one timeless truth continues to emerge from the latest research into human wellbeing: we flourish best when we are connected. 

Flourishing is not a trend or a vibe. It’s a measurable, evidence-based state of thriving—and we can track it.  

Work should be more than just a place where people clock in, do the doing, and drag themselves through the week.  

That’s where flourishing comes in.  

In a time when burnout, disengagement, and quiet quitting dominate workplace headlines, a powerful shift is taking place. A new vision for work is emerging — one that recognises that human flourishing isn’t just a personal goal, but a strategic organisational imperative. 

The State of the Heart 2024 report, the world’s largest study on emotional intelligence, confirms what many of us have been feeling: people are struggling. Global emotional intelligence (EQ) has been declining for four straight years, wellbeing is at an all-time low, and burnout is rampant across industries. The stats don’t lie—this is a crisis of energy, resilience, and connection.

Alignment is one of those buzzwords that gets thrown around a lot in organisations, but it’s often misunderstood. So, let’s get clear on what alignment really is – and what it definitely isn’t.

It’s a hard market out there with fierce competition, global and economic events creating an ever-changing landscape, and problems moving from technical and logical in nature to complex and downright chaotic. And that’s before we even get to internal challenges like infighting, silos, and unproductive cultures.  

However, when an organisation is in sync, from the boardroom to the frontlines, everything flows towards the desired destination. Decisions get made faster and more effectively, teams pull together, and the entire organisation becomes greater than the sum of its parts.  

As I’m writing playbooks and training material for clients, I keep coming back to this question: where’s the sweet spot for growth and stretch?

We all know that mindset and behaviour change don’t happen overnight. It’s a process—one that requires clarity, consistency, and modelling. When leaders embody the desired state in a way that’s natural and authentic (not performative or patronising), it becomes a living example for others to follow.

But what happens when the gap between where people are and where they need to be feels enormous? Too big, too hard, overwhelming—so much so that people think, “Why bother?”

Let’s break the process down.

Reflecting on her work in conflict, culture and leadership development what Rikki Mawad sees are some of the critical human competencies we need to build connected, high-performing cultures. In the past we’ve always differentiated soft and hard skills for leading ourselves, others and organisations well – but we should start thinking about some of the core human competencies that help take us from functioning to flourishing.

With Futures Archetypes by DISCO you can ensure your organisation not only navigates transformation, but thrives through deliberate, human-centered approaches, stretching towards possible futures, and integrates the systems to support it all.  

Traditional approaches to long-term planning, based on linear thinking and market projections, are no longer sufficient. Futures thinking offers a new paradigm for engaging with this uncertainty, focusing on envisioning multiple potential futures and equipping leaders with the ability to adapt, innovate, and thrive. 

In today's fast-paced, ever-evolving business environment, most discussions around organisational transformation focus on readiness for everything, adaptation, and rapid and continuous change. However, an emerging and equally important strategy involves what can be called "slow-change transformation." This approach centres on stabilising the existing organisational system and prioritising human flourishing over constant upheaval. 

“Tomorrow belongs to those who can hear it coming.” - David Bowie 

Futures work has so much potential to support long term outcomes for our businesses, communities, industry and our state. But there are a few tips that you need to consider before you choose how you engage in futures work.