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This paper aims to demonstrate the value of combining the strategic planning process with psychoanalytically informed interpretation through an exploratory case study.

The authors present their experiences and findings from a consulting engagement that began as a strategic planning assignment and soon evolved into an opportunity to explore unconscious forces inhibiting organizational change. The authors, trained in both areas, chose to infuse the two into a combined process that ultimately benefited the organization and suggested novel ways to think about the common process of strategic planning going forward.

The organization's strategic planning process was considerably enhanced, and its outcomes sustained, by illuminating the unconscious forces at work, particularly as they pertain to issues of power and authority in a male organizational culture found to have a profound negative influence upon the quality of the work environment and employee morale. Findings suggest that without a psychoanalytically informed approach, strategic planning would have failed to produce sustainable change.

While the findings reported are from a single case study, the themes explored are likely shared across multiple organizations. There is, therefore, significant potential in combining strategic planning with a psychoanalytic approach to improve organizational effectiveness and employee morale.

Although common in organizations, strategic planning is rarely augmented with psychoanalytic insights. This case study is the first of its kind to show how the two interventions may complement each other.

To understand how organizations, public or private, must increase their productivity perception (PP), independently of the sector. This article aims to analyze PP in the digital transformation (DT) process to determine how it is affected by technostress (TS) and work engagement (WE), two concepts that seem to be forces opposing PP.

The authors use data from a questionnaire addressed to personnel in two organizations (public and private). The analysis applies partial least squares technique to the 505 valid responses obtained from these organizations. This analysis is based not on representativeness but on uniqueness.

The results suggest a positive, significant relationship between DT and PP. This article integrates DT and its effects on aspects of people's health, PP and WE. The model thus includes interactions of technology with human elements. In both business and administrative environments, PP is key to optimizing resources and survival of organizations.

DT processes are different and complex because every organization is different. The authors recommend expanding this study to other sectors in both spheres, public and private. Aligning the objectives of the institutions for aid with DT is also quite complicated.

This study contributes to improving participating organizations. It also provides government institutions with a clear foundation from which to encourage actions that promote the health and WE of their workforce without reducing productivity. In addition, this study adds novelty to the research line.

The authors have deepened this line of research by developing fuller knowledge of the relationships among novel and necessary variables in organizations. The authors provide complementary, different and inspiring value in addressing this line of research.