In an era defined by volatility — from geopolitical tensions to shifting workforce expectations — businesses are rethinking how they approach leadership and long-term strategy. For firms like Ignite Management, the question isn’t how to brace for uncertainty, but how to build the capacity to lead through it.
“The convergence of geopolitical tensions, policy uncertainty, economic volatility, technological advancements, and shifting workforce expectations has created a business environment where the need for intentional strategy and organizational resilience has never been greater,” says Ali Grovue, Vice President at Ignite Management, a Canadian consulting firm that helps organizations build strategy, leadership, and organizational resilience to navigate change and drive performance.
“For example, ongoing trade tensions between Canada and the U.S., along with rapidly evolving policy priorities — such as Ontario’s focus on reducing interprovincial trade barriers and developing the critical minerals sector — have introduced both risk and opportunity for Canadian businesses,” she adds.
Strategy as a Living Process
While some companies respond by pausing investments and cutting costs, Ignite sees a different pattern emerging. “Others are leaning into uncertainty, doubling down on strategy and transformation,” Ali notes. “Research shows that companies that make bold, proactive choices during uncertain times outperform peers by at least 10% in sales and profit growth.”
This emphasis on strategic agility underpins Ignite’s work with clients across sectors. “At Ignite, we view strategy as a set of integrated choices, and a dynamic, responsive process,” Ali explains. “Our clients don’t just need a plan; they need strategy built from within, drawing on the insight of owners, boards, and senior leaders.” That inside-out approach not only creates alignment but empowers leadership teams to execute, adapt, and pivot with confidence.
Leadership as the Engine of Strategy
But strategy on its own is insufficient without the leadership muscle to back it up. Ali stresses the growing importance of emotional intelligence and adaptability at the executive level. “In a post-COVID era marked by anxiety and reactivity, leaders must be equipped to navigate complexity and guide emotionally taxed teams through constant change.”
To meet that need, Ignite is launching a new leadership development program this summer. The program takes a structured, immersive approach to leadership transformation. “It’s designed to help leaders deepen their understanding of the world they lead in — and the self they lead with,” Ali explains. “It reflects our belief that strategy succeeds only when there are capable, self-aware leaders behind it.”
A Toronto Opportunity, National Implications
While the need for this kind of work is global, Ali sees important implications for Canada’s economic centres — particularly Toronto. “We see an emphasis on strategy and leadership in sectors like energy in Alberta and shipping on the coasts, where industries are facing landscape pressures head-on,” she says. “Meanwhile, many of Toronto’s sectors have traditionally taken a more conventional approach to strategy and leadership.”
That dynamic creates an opportunity for forward-thinking businesses. In sectors where traditional practices still dominate, companies that embrace leadership development and treat strategy as a living, adaptable process will be better positioned to navigate market shifts, drive innovation, and influence broader change across the region.
“As Canada’s economic engine, Toronto is uniquely positioned to lead a shift in how business is done across the country,” Ali notes. “Now is the time for forward-thinking leaders here to recognize that strategy is as much about mindset and people as it is about prudent financial decisions — and to make bold investments in the future.”
Staying Smart in a Shifting Landscape
Ali’s advice for leaders looking to stay ahead of the curve is rooted in practice: treat strategy as a living process, and leadership as a continuous capability. “To build truly resilient, strategy-driven organizations, leaders must go beyond planning and financial modeling. Strategy must be alive, owned by the people who execute it, and supported by emotionally intelligent leadership.”
She also encourages executives to keep one eye on the policy landscape. “Large organizations might consider how their investment and expansion strategies can support national priorities — and engage directly with policymakers,” she says. “Meanwhile, mid-sized businesses can unlock growth by staying alert to government initiatives and programs.”
For Ali the message is clear: navigating uncertainty isn’t about weathering the storm — it’s about learning how to steer through it.
“Above all,” she says, “this is a time to invest in the future.”
