In boardrooms and brainstorming sessions, strategy often gets boxed into a predictable process: analyze, plan, execute, repeat. This neat, linear approach promises order and control. But the moment these plans meet reality – markets shift, competitors pivot, customers evolve – that structured strategy can feel like a house of cards.
A single change can bring it all down.
The issue isn’t strategy itself but how we frame it. Most approaches assume that business decisions unfold in a controlled, predictable environment. But we know that’s rarely the case. Real strategy isn’t a fixed staircase; it’s a living, shifting puzzle – a framework that adapts rather than stacks. It embraces complexity, values agility, and navigates ambiguity.
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