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Complexity theory tells us that planning is arguably less important than understanding that plans fail all the time, to work with that knowledge, and manage the potential for change (a plan in and of itself) because life doesn’t work to pre-conceived ideals.

Then, last but not at all least, there’s the fiscally disastrous (and absurdly named) “One Big Beautiful Bill,” which throughout the week slowly worked its way through the constipated bowels of Congress like a toxic turd destined to be left in the center of the sidewalk of American democracy.

Plans ultimately form the core of business organizations; they corral and structure, channel thought and action into a controllable field. But it's important to understand that plans do and will fail. The future is unknown and things change; it is imperative to understand and plan for it.

Instead, allow multiple visions to coexist and use them all together to prioritise action today that will make them all likelier and/or clearer.

The interesting thing about meaning is that it is always relational, it is always emerging as we tell our stories and respond to one another.