By Javi Hernández Braña, ERNI Spain
Have you noticed that sometimes what used to work simply doesn’t deliver results anymore? Many times, we fall into the temptation of using familiar solutions without taking a moment to consider whether they really fit what we’re facing today. In this article, we invite you to rethink how you approach problems: rather than relying on standard formulas, it’s essential to understand the importance of context in each challenge. If you’re interested in exploring a more flexible and tailored approach, keep reading.
Change is constant, but context is everything
We’ve all heard the overused phrase: “The only constant is change.” It’s a cliché – but it holds true. Today more than ever, we live in a world where what mattered yesterday might be irrelevant today. Change is sudden. Adaptation is essential.
In these situations, it’s only human to jump to conclusions. A new challenge or need arises, and we rush to apply the tools or frameworks we already know.
For example:
- Teams aren’t communicating? Set up a daily meeting.
- The service keeps repeating negative behaviours? Run a retrospective.
It sounds logical, but is it effective?
For years, this tool-first approach has shaped how coaches and consultancy firms operate: standardised frameworks and rigid processes have been pushed into organisations because, in theory, they work everywhere.
The focus has often been: “How well are we following the method?”
Instead of: “Are we actually overcoming the challenges the organisation is facing?”
Tools aren’t the solution, context is
Knowing and applying tools or frameworks is not enough. In today’s complex environments, an over-reliance on predefined solutions can even be counterproductive.
Take this example: for years, many organisations have grouped development into large Tribes or ARTs (Agile Release Trains), depending on their chosen framework. The idea was to manage knowledge and dependencies in a centralised way while enabling large-scale delivery.
But as AI starts to influence our roles and responsibilities, we need to be more flexible. Instead of grouping teams into rigid structures, we may need to increase adaptability and autonomy. Teams should be able to shift focus as needed – helping wherever the product requires a push.
Or consider Scrum teams. They’ve been told for years to hold reviews at the end of every sprint. But in highly regulated environments, feedback loops might naturally be slower. So why are they forced to follow the same review cadence as everyone else?
What truly matters is understanding what their real challenge and context is. And the only way to do that is by actively listening – to colleagues, customers, even competitors. Only then can we propose meaningful, contextual actions – not just default to familiar methods.
Ask before you act
Every challenge we face in our organisations is complex. And complex challenges don’t have one-size-fits-all solutions. In fact, trying to overcome them without full context often leads to wasted effort, frustration and burnout. Even when we do find an effective approach, it might not resolve everything – and that’s okay; in complex scenarios and situations, progress is iterative.
To navigate that, we need to pause and ask:
- What do we know for sure?
- What are we assuming?
- What do we need to validate or challenge?
Answering these questions is the first real step towards meaningful change. It ensures that our actions are focused on impact and outcomes – and, most importantly, that we can discuss how to measure them.
Let’s go back to the first examples from the start of the post – now with a deeper lens:
Teams aren’t communicating?
- Do they understand what effective communication looks like?
- Are they part of the same organisation or unit?
- Are they even aware that communication is needed?
The service keeps repeating negative behaviours?
- Are the teams aware of the recurring issues?
- Do they feel psychologically safe to propose solutions?
- Is there an organisational impediment preventing them from acting differently?
The ERNI approach
This is the mindset we apply at ERNI: We don’t lead with tools – we lead with understanding. Our focus is on creating sustainable and long-lasting impact for our customers. We begin by understanding their context and their specific challenges, then help them identify the root causes and critical factors at play.
Only with this information can we identify the most appropriate tools – those that help create a path to overcoming challenges, learning from experience, adapting, and continuously improving.
In this regard, an important aspect that helps us to listen to our customers and speak their language is the people-centric leadership – grounded in empathy, empowerment and a strong sense of belonging. Read the full article People-centric leadership: A modern approach to leading talent.