In an economy of individuals with everyone in the world close to all the information in the world, organizations can no longer just copy-paste their strategy and plans from the year before. There is no way back. The open world is here to stay and expected to further accelerate. The future will be less about money, power or size, but more about agility, networking and sharing. In order to survive, businesses need to grow to a permanent state of curiosity, making it a core strategic competence.
Barriers to Curiosity
While every human being is curious by nature, organizations are not. Most management practices are failing and working against driving organizational curiosity: hierarchical and silo structures prevent bottom-up or transversal creativity, closed mindsets block fresh thoughts from the outside world, and funnel thinking limits the survival of out-of-the-box ideas. Companies can only be curious because they are composed of individuals who are curious. But the problem with individuals is that they are all victims of their own human limitations. We suffer from an illusion ofknowledge bias, thinking we know more than we actually do. We suffer from false consensus bias, starting from our own vision of the world, believing that everybody thinks like us and would make the same choices. We suffer from observational selection bias making us find new evidence to support our own false beliefs. We suffer from agnosticism bias, not knowing what we don’t know, focusing too much on things we already do know.
The future will be less about money, power or size, but more about agility, networking and sharing. In order to survive, businesses need to grow to a permanent state of curiosity, making it a core strategic competenc
Via Russ Merz, Ph.D.