In today’s volatile, uncertain, complex, and ambiguous (VUCA) world, many worry that by the time a strategy is built, the world will have already moved on and the strategy itself will be outdated before it’s even launched. Many articles explore the idea that the pace of change has outpaced the discipline of strategy—though (spoiler alert) they always circle back around to reaffirm the necessity of strategy.
In today’s volatile, uncertain, complex, and ambiguous (VUCA) world, many worry that by the time a strategy is built, the world will have already moved on and the strategy itself will be outdated before it’s even launched. Many articles explore the idea that the pace of change has outpaced the discipline of strategy—though (spoiler alert) they always circle back around to reaffirm the necessity of strategy.
In today’s volatile, uncertain, complex, and ambiguous (VUCA) world, many worry that by the time a strategy is built, the world will have already moved on and the strategy itself will be outdated before it’s even launched. Many articles explore the idea that the pace of change has outpaced the discipline of strategy—though (spoiler alert) they always circle back around to reaffirm the necessity of strategy.
In today’s volatile, uncertain, complex, and ambiguous (VUCA) world, many worry that by the time a strategy is built, the world will have already moved on and the strategy itself will be outdated before it’s even launched. Many articles explore the idea that the pace of change has outpaced the discipline of strategy—though (spoiler alert) they always circle back around to reaffirm the necessity of strategy.
Things are evolving rapidly on multiple fronts, including geopolitics, the economy and artificial intelligence. Even climate change can feel like a slow-moving phenomenon at the moment. In this context, organizational decision-making faces serious headwinds. The stakes feel higher just when outcomes seem harder to foresee.
