Adam Zeiner

This explains a good deal of what works and doesn't work for teams, especially when it comes to their mission. For highly capable knowledge-work teams (marketing teams, software teams, research team, etc.), low-leverage missions tend to be uninspiring.

An ecosystem map provides business stakeholders with a holistic overview of the different stakeholders and their internal relationships that together make up the ecosystem in which they aim to operate.

The impact of these influences remains today. It shows up in the language of business, for example – think of all the business jargon that clearly has military roots. [...] Even my own business school was organized into cohorts—a structure modeled after the Roman legions.

I think of these hierarchical layers as levels of leverage that different people, or teams have with their work.

The challenge is to connect strategy and tactics.

At Design Council, we work across the design economy, and — even though we have specialisms in architecture & the built environment, social innovation & business innovation — we have Experts whose design work goes well beyond that and our research and frameworks should be something all designers can use.

I was personally struck by the uniformity of this thinking across time and discipline – in general, there are six different levels of escalating complexity, each interdependent, each with an important role.Important to note here that in my table, "Leverage" is not the same thing as "Time to complete something."