Indy Neogy

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... See more

Neuroscience research also teaches us that our emotional brains needn’t always operate beneath our radar. Richard Peterson, a psychiatrist who applies behavioral economics theory in his investment consulting business, advises clients to cultivate emotional self-awareness, notice their moods as they happen, and reflect on how their moods may... See more

BS : I used this story to tee up one of the central questions the book asks: What does it mean to have a strong and enduring sense of self when everything is always changing, including you? I am fascinated by this paradox. We all want to be solid and stable, and yet we are also constantly undergoing these shifts to our sense of self. I wanted to... See more

one, criticizing someone is easy; two, creating something original is very hard; three, but somebody’s got to do it.

Recognizing that strategy is a creative exercise

I think of the strategy frameworks for more stable environments as castle-building (e.g., Michael Porter’s five forces framework) or chess (e.g., the resource-based view proposed by Jay Barney); that’s in contrast to strategy in dynamic environments, which is more like surfing, where you try to be... See more