Reassembling the Strategist
Naturally, these three ideas — uncertainty ability, the experimental organization, and strategy as creation — are just a sampling of the approaches we see emerging as complements to strategy in more stable markets. Uncertainty science doesn’t invalidate the prior strategic frameworks, but it does draw a boundary line, arguing that if you want to cr... See more
Nathan Furr • Strategy in an Age of Uncertainty
- Having a coherent strategy—one that coordinates policies and actions. A good strategy doesn’t just draw on existing strength; it creates strength through the coherence of its design. Most organizations of any size don’t do this. Rather, they pursue multiple objectives that are unconnected with one another or, worse, that conflict with one another.
Richard Rumelt • Good Strategy/Bad Strategy: The difference and why it matters
For too long, strategy has been treated as purely cerebral; a job of minds, decks, and digital whiteboards.
But we don't process the world in abstraction. We process it through the body. Through sensation. Through vibe, rhythm, friction, flow.
In a time of information overload, cognitive saturation, and algorithmic sameness, what cuts through isn't j
... See morezoe scaman • The Work
# The Multifaceted Identity Map: A Strategic Framework for Professional Networking Success
Recent research by Columbia Business School professor Paul Ingram reveals that professionals with complex, well-integrated identity networks achieve 80% larger professional networks than their peers with simpler self-concepts[1][2]. This comprehensive report
... See moreWe’ve reached the limits of what linear thinking can achieve. Addressing challenges like cultural fragmentation, technological disruption, and global crises requires not just intellect but imagination. Future leaders won’t merely ask “How do we grow?” but “What are we growing toward, and who do we aspire to become?” They will:
Design rather than dir