STRATEGIC agility in the ever-changing world

Organizations cannot keep pace,

despite all the methods and tools available

"...slight changes in structure almost always cause vast changes in behaviour."

Stuart Kauffman, visionary pioneer of the new science of complexity

need for a fundamental different way of thinking

More is different

" each level of complexity entirely new properties appear, and the understanding of the new behaviours requires research..."

Philip Warren Anderson, More Is Different

Strategic agility

Survive and thrive in an ever-changing environment, which is the aim of strategic agility, enabled by the core capabilities;

  • From team flow to enterprise flow,
  • From collaboration in teams to networked collaboration, and
  • From individual learning to organisational learning.

A different way of thinking about, and doing business, the agile way at all levels and all functions. Also from an operational, tactical and strategic viewpoint.

change is different


It is all about the (agile) mindset, one will say!

But a mindset cannot be installed, it grows.

Beyond aligned autonomy

The general accepted change approach puts people in a position of a double bind*; like "Be autonomous" with this (imposed) framework, please comply!

Aligned autonomy starts within organisation's teams and management thinking. Internal evolution is bootstrapped by

  • Engaging the thinking by means of experience (e.g. simulation) and reflection, and
  • Triggering new behaviours through interaction between peers.

This way the change pushes boundaries enterprise-wide and bridges between local initiatives gradually.

* A double bind is an emotionally distressing dilemma. This creates a situation in which a successful response to one message results in a failed response to the other (and vice versa). The double bind occurs when the person (or group) cannot confront the inherent dilemma, and therefore can neither resolve it nor opt out of the situation.

"...concepts about the world are culturally embedded: they don’t make sense in isolation."

Alan Fiske, anthropology at the University of California, Los Angeles


  • Retention; growing autonomous behaviour where peers, teams and units keep improving when tensions are encountered, and
  • Referral; growing viral engagement of other peers, teams and units

Ready to change?