Strategy in a Fast-Changing Market or Organisation Structure

A conversation with Prashant Karnath, Transformation Strategy Director at Oracle In an era where AI and automation are no longer futuristic buzzwords but essential business tools, strategy leaders are being pushed to evolve...fast. For Prashant Karnath, Transformation Strategy Director at Oracle, navigating this shift means staying grounded in long-term value while building in adaptability at every layer of decision-making.

In this Exec Edge Q&A, Prashant shares how he balances speed and structure, what leaders often get wrong in fast-moving environments, and the strategic principle he relies on when the pressure is on.

Below is our full conversation, lightly edited for clarity and flow.

What’s one shift you’ve observed recently — in your market or internally — that has meaningfully impacted your strategic priorities?

One shift that has really shaken up strategic priorities in the ANZ region is the explosive appetite for practical AI and automation – not just as shiny buzzwords, but as tools to actually solve business headaches, particularly those aimed at enhancing efficiency and reducing operating expenditure.

As a result, our strategic priorities have evolved to focus on guiding clients through the practical adoption of these AI capabilities, ensuring that transformation initiatives deliver measurable productivity gains and position organisations for sustainable innovation to unlock new business models in a rapidly changing landscape.

How do you ensure your strategy remains agile without becoming reactive?

To keep our strategy agile without slipping into “chicken-with-its-head-cut-off” territory, I rely on a mix of deliberate planning and regular reality checks.

We set a clear direction, but I’m a big believer in the power of the strategic pause – taking a breath to assess before making big pivots, rather than reacting to every market tremor. This means regularly reviewing market signals, client feedback, and emerging technology trends, such as the growing adoption of AI-driven automation, and using these insights to inform measured course corrections rather than knee-jerk reactions. 

By maintaining a clear vision and robust governance, we empower our teams to adapt quickly when needed, but always within a disciplined framework that prioritises long-term value and stability for our clients in ANZ. This approach ensures we stay responsive and innovative without sacrificing strategic intent.

What’s been most helpful in aligning cross-functional teams when everything is in flux?

When surrounded by rapid change, I have found that the magic ingredient for aligning cross-functional teams is creating a shared sense of purpose anchored by clear goals and open communication.

We start by making sure everyone knows what mountain we’re climbing – no one likes hiking in circles, after all. I encourage teams to share updates, challenges, and even the occasional meme, which helps build trust and keeps spirits high when the going gets tough.

Regular check-ins and transparent discussions mean surprises are kept to a minimum (except for the good kind, like cake in the break room). Ultimately, it’s about creating an environment where people feel safe to speak up, collaborate, and adapt.

Have you found any frameworks or mental models useful when navigating rapid change?

One framework I have found especially valuable in navigating rapid change is adaptive leadership, which emphasises distinguishing between technical and adaptive challenges and encourages teams to experiment, learn, and adjust in real time. 

In a fast-paced environment, this approach has helped me to absorb the impact of change while staying focused on long-term goals.

What’s a common mistake you see leaders make when trying to adapt strategy in fast-moving environments?

A classic mistake I see leaders make when adapting strategy in fast-moving environments is treating the strategy like a concrete slab – set it, forget it, and hope nobody trips over it later. Strategy needs to flex with the times, not gather dust in a boardroom drawer. 

Another common misstep is launching into change with a flurry of buzzwords and big promises but forgetting to actually bring people along for the ride — which can leave teams confused and wondering if they missed a secret memo. 

My advice: keep strategy dynamic, communicate like you mean it, and acknowledge that even the best-laid plans need a bit of course correction to stay relevant when the world’s moving at pace.

What’s one lesson or principle you’ve come to rely on when the pace of change picks up?

One principle I’ve come to rely on when the pace of change ramps up is to focus on what’s actually within my control – and let the rest go, preferably without losing too much sleep or my sense of humour in the process. 

It’s tempting to try to solve every problem at once, but I have learned that clear priorities and regular, honest communication with the team make all the difference. When things get chaotic, I remind myself (and the team) that it’s okay to adjust course, as long as we keep our eyes on the mission and don’t forget to celebrate the small wins along the way – after all, sometimes progress just means nobody spilled their coffee during a call.