N
ot long ago, strategy was king. Forecasting, planning and placing smart bets created the power sources within organisations. The future of a business (or a career) could fit into an established framework or system. ?If managed well, success would follow.
Today, uncertainty is palpable. Planning for the next quarter is a challenge. Even more difficult is committing to decisions that will play out in one to five years.
When faced with confusion or a problem, our instinct is to repair it with order. We examine and analyse the situation, looking for logic, until we can say: "Aha, I know this. Now I know what to do."
Unfortunately, the rapid analysis and rational decision-making that most managers use to run their organisations have serious limitations.
To read the full, original article click on this link: TODAYonline | Business | Succeed | Innovation leadership
Author: David Magellan Horth is senior enterprise associate at the Centre for Creative Leadership, a top-ranked, global provider of ?leadership education, including in ?Singapore, and Dan Buchner is vice-president of organisational innovation at global innovation and design consultancy ?Continuum.
