New Food 2.0 project explores strategic decision-making in times of disruption – and the role of emotions

A new Food 2.0 ecosystem research project examines how companies make and implement strategic decisions during major disruptions, and how emotions influence the quality and ambition of these decisions and their execution. Bringing together Valio, OP Pohjola, Accenture, RELEX Solutions and Aalto University, the project investigates how emotions shape what decision-makers notice, how they assess strategic opportunities and risks, how ambitious their choices are, and how effectively those choices are put into action.

The Strategic Growth and Emotion Management in Disruption project aims to develop research-based practices that help companies make better strategic decisions and pursue growth amid technological, geopolitical and sustainability-related disruption.

Companies today have access to more data and sophisticated analytical tools than ever before. Yet analysis alone does not determine strategic choices. Emotions influence which signals decision-makers notice, how they interpret uncertainty, whether they pursue ambitious opportunities and how strongly organizations commit to implementing strategic decisions. These dynamics become particularly important when artificial intelligence, geopolitical uncertainty and the sustainability transition are simultaneously reshaping the business environment. 

Studying strategic decisions as they happen

The project studies strategic decision-making and execution as they unfold in organizations. Researchers will examine how boards, top management teams and other organizational actors interpret changes in their environment, evaluate strategic options, make choices and translate them into action.

The research combines interviews, observations and organizational materials across several organizations. Particular attention will be paid to how emotions influence attention, communication, decision-making and action – and to the practices through which leaders can manage these dynamics constructively. 

The ambition is not only to understand these mechanisms but also to turn the findings into practical tools. The project will develop and test management practices that can help organizations identify weak signals, consider alternative strategic options more openly, recognize emotional and cognitive biases, and build commitment to strategic choices. 

“When companies face major disruption, the challenge is rarely a lack of data alone. Leaders also need to remain open to uncomfortable information, have the courage to consider sufficiently ambitious alternatives and create commitment to difficult choices. All of these processes are influenced by emotions. We want to understand these mechanisms and develop concrete practices that help companies make and execute better strategic choices,” says Professor Timo Vuori, who leads the research project.

Supporting transformation across the Food 2.0 ecosystem

The project contributes to Food 2.0 by addressing a challenge that cuts across technological and sustainability transformations: how organizations turn new possibilities into strategic choices, investments and successful execution.

Transforming the food system requires new business models, better use of data, circular economy solutions and collaboration across increasingly complex value networks. Companies must make long-term strategic decisions despite considerable uncertainty. The ability to manage the emotions associated with uncertainty, ambition and commitment can therefore become an important enabler of transformation. 

The project brings together organizations from different industries. Valio, OP Pohjola, Accenture and RELEX Solutions participate as company partners, while Aalto University is responsible for the research. The cross-industry setting allows the researchers and participating organizations to compare strategic and emotional dynamics across different contexts and develop practices with broader applicability. 

The participating organizations will also meet regularly to discuss emerging findings and develop practices together. The broader goal is to strengthen companies’ ability to make ambitious but well-founded strategic investments and successfully implement them – supporting renewal, sustainable growth and international competitiveness. The three-year project runs from June 2026 to May 2029.

Food 2.0 builds the food system of the future