With the mind-numbing pace of change that seems to be all around us, it is also worthwhile to consider what is highly unlikely to change as you consider your strategy.
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Consider whether the assumptions you are making about your business might need a fresh look. Review the warning signs of fading advantage.
Deeply understanding the situations customers are in, the jobs they are trying to get done in those situations, and the outcomes they are seeking is vital to anticipating how those situations might change.
The dilemma is that when the challenges facing an organization are not about repeatable execution, but about innovation or responding to complexity, the idea of breaking things down into well-understood parts is not only unhelpful, it can also be a dangerous trap.
Empowering individuals to take action broadens the amount of experimentation an organization can undertake, increasing its odds of seeing the early warnings of an inflection point in a timely way.
How someone can see what others have not, or what they have ignored, and thereby discover a pivotal objective and create an advantage, lies at the very edge of our understanding, something glimpsed only out of the corner of our minds. Not every good strategy draws on this kind of insight, but those that do generate the extra kick that separates “ordinary excellence” from the extraordinary.