But how we make strategy has to change, he argues. Now, when there\u2019s a big strategic decision to be made, there\u2019s no time for lengthy analysis, for two reasons. First: you don\u2019t really know what the right choice will be (gulp!). Second: even if you do make the right choice, it has a much shorter lifespan.<\/p>\n
\u201cSo strategy shifts from what position you\u2019re taking to \u2018How can we continuously renew?\u2019\u201d Early signal detection becomes a competitive advantage. He advises companies to enter earlier, scale faster, and exit slower, and to \u201cmanage for temporary\u201d. He is also a passionate advocator for experimentation. \u201cExploration becomes as important as execution.\u201d<\/p>\n
He suggests trying small experiments, such as keeping the door to your office open for a month to see if it changes the culture. Or if you\u2019re a salesperson, try answering a phone call on the first ring and see how that affects the relationship. \u201cThis way you can collect the data instead of having to convince people with theories,\u201d he says.<\/p>\n
Experimentation is a form of play, which shouldn\u2019t be seen as a lower-level activity just because it\u2019s not \u201cserious\u201d, he insists. \u201cPeople are attracted to fun activities.\u201d So try things out, and learn from the results.<\/p>\n
It\u2019s also vital for organisations to have the right capabilities for growth and adaptability. Think modular: \u201cYou can\u2019t customise everything for every crisis. Instead, develop reusable building blocks \u2013 data infrastructure, supplier networks, digital platforms, decision processes \u2013 that can be deployed across multiple fronts.\u201d <\/p>\n","protected":false},"excerpt":{"rendered":"But how we make strategy has to change, he argues. Now, when there\u2019s a big strategic decision to…\n","protected":false},"author":2,"featured_media":44609,"comment_status":"","ping_status":"","sticky":false,"template":"","format":"standard","meta":{"footnotes":"","_share_on_mastodon":"0"},"categories":[26],"tags":[633,21632,27,22673,8622],"class_list":["post-44608","post","type-post","status-publish","format-standard","has-post-thumbnail","category-london","tag-business","tag-employees","tag-london","tag-polycrisis","tag-strategy"],"share_on_mastodon":{"url":"https:\/\/pubeurope.com\/@UnitedKingdom\/116614421895802311","error":""},"_links":{"self":[{"href":"https:\/\/www.europesays.com\/britain\/wp-json\/wp\/v2\/posts\/44608","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/www.europesays.com\/britain\/wp-json\/wp\/v2\/posts"}],"about":[{"href":"https:\/\/www.europesays.com\/britain\/wp-json\/wp\/v2\/types\/post"}],"author":[{"embeddable":true,"href":"https:\/\/www.europesays.com\/britain\/wp-json\/wp\/v2\/users\/2"}],"replies":[{"embeddable":true,"href":"https:\/\/www.europesays.com\/britain\/wp-json\/wp\/v2\/comments?post=44608"}],"version-history":[{"count":0,"href":"https:\/\/www.europesays.com\/britain\/wp-json\/wp\/v2\/posts\/44608\/revisions"}],"wp:featuredmedia":[{"embeddable":true,"href":"https:\/\/www.europesays.com\/britain\/wp-json\/wp\/v2\/media\/44609"}],"wp:attachment":[{"href":"https:\/\/www.europesays.com\/britain\/wp-json\/wp\/v2\/media?parent=44608"}],"wp:term":[{"taxonomy":"category","embeddable":true,"href":"https:\/\/www.europesays.com\/britain\/wp-json\/wp\/v2\/categories?post=44608"},{"taxonomy":"post_tag","embeddable":true,"href":"https:\/\/www.europesays.com\/britain\/wp-json\/wp\/v2\/tags?post=44608"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}