7 October 2024
Non-linear Thinking
Traditional forms of strategy development carry a high degree of arrogance. The underlying assumption is that there is a role to play in the future and, moreover, that the company will even exist at that time. The existing organization and sector are central, and the strategy is stretched into the future. This is fine, of course, if the current role remains relevant and the existing dominant logic still holds true. Thus, the strategy is, as it is elegantly put, recalibrated.
However, this static way of working creates a significant problem when the future demands a new perspective. We live in a time where systems increasingly influence each other in non-linear ways.
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