Topics

Strategic foresight is the practice of seeing what is changing around an organization early enough to act on it, and of checking a strategy against several possible futures before capital is committed.

Scenario planning checks a strategy against several plausible futures, so a leadership team can see which commitments stay sound in every future and which depend on one future coming true.

Strategy design is the work of choosing where an organization will commit, how it will win and what it must be good at, and then designing the management systems that make those choices real.

The constraint is the one factor that limits what a system can deliver, and improving anything else leaves the result unchanged.

Portfolio strategy, often called innovation portfolio management, decides which bets an organization commits to, which it stops and which it transforms, so time and money go where they return the most value.

Innovation is the work of exploring new value while the organization keeps running what already works.

Organization design decides the structure, roles, decision rights, measures and rhythms through which an organization acts on its strategy.

Decision rights state who decides, who is consulted and who answers for each consequential decision.

AI and the organization is the question of who does the work, who decides and who is accountable once artificial intelligence (AI) systems act inside an organization.