Writing on Strategy

Navigating Complexity: It’s NOT Complicated

As the connectedness and complexity of an organization’s operating environment increases exponentially, its ability to accurately predict outcomes and anticipate disruptive shifts plummets precipitously.

The New Age of Customer Value

The dizzying digital transformation of the business landscape might be causing digital vertigo. But we should not mourn the loss of traditional value-chains. Ecosystems, ever morphing and diversifying in response to customer demands, offer exponentially more potential for growth and development for organizations.

The New Age of Ecosystems

The global business environment is powered by an ever-expanding digital network that brings a high degree of interdependency and a compounding degree of complexity that is reframing how the global game of business is being played.

From Ego-System to Ecosystem

In an ecosystem-based business game, the strategy of each player is to remain relevant and useful to other players in order to sustain the overall health, resilience and development of their shared environment. The core strategic objective is to win by ensuring that all players remain motivated to play the shared value co-creation game.

Leadership as a System: Circumventing the VUCA Vortex

The key to maximizing value within a synthetic digital ecosystem lies in collectively seeing and seizing moments of synchrony around shifts in the rate of change and degree of complexity within the environment while maintaining equilibrium between short-term profitability and long-term growth opportunity

Agility Architects

Today, maintaining strategic advantage is like surfing. The question is no longer whether you can create sustainable advantage by riding a single-value wave, but how long you can catch and ride a value wave before it crashes and how nimbly you position yourself to catch the next value wave and avoiding being crushed by it.

From Transformation Insanity to Enterprise Instancy

Strategy design and delivery are no longer discrete problems to be solved at the top and bottom of the traditional leadership hierarchy. Instead, they are polarities that must be navigated from the center of an adaptive leadership system.

Shall We Dance?

Culture cannot be separated from strategy because strategic thinking is deeply influenced by tacit assumptions.  As a result, culture acts as a limiting and resistive force to both the design and delivery of a strategic change initiative, thus undermining the capability for agility within organizations.

WordPress Image Lightbox