The traditional approach to strategy requires precise predictions and thus often leads executives to underestimate uncertainty. This can be downright dangerous. A four-level framework can help. A McKinsey Quarterly article.
Regular strategic dialogue involving a broad group of senior executives can help companies adapt to the unexpected. Here’s one company’s story, and some principles for everyone. A McKinsey Quarterly article.
The phenomenon of self-organization is pervasive in many areas of nature. Fish organize themselves to swim in structured clouds, ants find the shortest routes to food, and fireflies emit synchronized light flashes. Other examples of self-organization can be observed in the economy, psychology, population dynamics, and brain theory. In all of the above examples, “individual” elements interact directly with each other, and to changes in the environment. Typically, such self-organizing systems are adaptive, resilient, and scalable.The application of self-organization concepts has re
We live in a world where chaos is increasingly the norm. And human nature when faced with chaos normally triggers a protective reaction - it could be a retreat, "circling the wagons," or other moves to preserve
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