Reinvent strategy-making as an emergent process

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In a turbulent world, prediction is difficult and long-range planning is of only limited value.  As a result, management processes that seek to surface the “one best” strategy through top-down, analytical methods must give way to management models based on the biological principles of variety (generate lots of options), selection (use low-cost experiments to rapidly test critical assumptions), and retention (pour resources behind the strategies that are gaining the most traction in the marketplace).  In this model, top management doesn’t “make” strategy, but helps to engineer the conditions out of which new and valuable strategies emerge.

“Organizations must learn how to institutionalize the search for and pursuit of non-traditional, deviant, opportunities.”

Please offer any suggestions you might have for how this Challenge might be better described or better labeled.