Why does strategy need creativity?
Here are four insights to kickstart our conversation.

Why does strategy need creativity?
Here are four insights to kickstart our conversation.

Why does strategy need creativity?
Here are four insights to kickstart our conversation.

Why does strategy need creativity? Here are four insights to kickstart our conversation.

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Don’t just set the stage and
wait for magic to happen.

Don’t just set the stage and wait for magic to happen.

Time constantly reshuffles your cards; new generations call for new ideas, trends come and go, values shift as technology evolves. The inside of your organization is dynamic as well; agenda’s change, people change, while organizational challenges keep on coming back. To be viable as an organization means to be able to change. Not drastically, but slowly yet continuously. Because the framework you set on day 1 might get rusty on day 2. The way you work and think has to be flexible in order to be successful on day 3. Don’t just set the stage and wait for magic to happen. Constantly adapt, by making, doing, prototyping and learning. 
Become an expert in change.

Time constantly reshuffles your cards; new generations call for new ideas, trends come and go, values shift as technology evolves. The inside of your organization is dynamic as well; agenda’s change, people change, while organizational challenges keep on coming back. To be viable as an organization means to be able to change. Not drastically, but slowly yet continuously. Because the framework you set on day 1 might get rusty on day 2. The way you work and think has to be flexible in order to be successful on day 3. Don’t just set the stage and wait for magic to happen. Constantly adapt, by making, doing, prototyping and learning. 
Become an expert in change.

Time constantly reshuffles your cards; new generations call for new ideas, trends come and go, values shift as technology evolves. The inside of your organization is dynamic as well; agenda’s change, people change, while organizational challenges keep on coming back. To be viable as an organization means to be able to change. Not drastically, but slowly yet continuously. Because the framework you set on day 1 might get rusty on day 2. The way you work and think has to be flexible in order to be successful on day 3. Don’t just set the stage and wait for magic to happen. Constantly adapt, by making, doing, prototyping and learning. 
Become an expert in change.

Time constantly reshuffles your cards; new generations call for new ideas, trends come and go, values shift as technology evolves. The inside of your organization is dynamic as well; agenda’s change, people change, while organizational challenges keep on coming back. To be viable as an organization means to be able to change. Not drastically, but slowly yet continuously. Because the framework you set on day 1 might get rusty on day 2. The way you work and think has to be flexible in order to be successful on day 3. Don’t just set the stage and wait for magic to happen. Constantly adapt, by making, doing, prototyping and learning. 
Become an expert in change.

Time constantly reshuffles your cards; new generations call for new ideas, trends come and go, values shift as technology evolves. The inside of your organization is dynamic as well; agenda’s change, people change, while organizational challenges keep on coming back. To be viable as an organization means to be able to change. Not drastically, but slowly yet continuously. Because the framework you set on day 1 might get rusty on day 2. The way you work and think has to be flexible in order to be successful on day 3. Don’t just set the stage and wait for magic to happen. Constantly adapt, by making, doing, prototyping and learning. 
Become an expert in change.

PERSPECTIVE#1A

Share your ideas,

learn from the response.

Share your ideas,
learn from the response.

Share your ideas,
learn from the response.

PERSPECTIVE#2A

The time of strategy as grand scheme is over and sending your message from the top-down no longer suffices — it is time for an alternative approach. Turn strategic discussion into stories that can be shared throughout your organization, share the ownership and spark conversation. Release ideas early, release them often, and learn from the responses from within your organization ánd outside. After all, since your organization is part of the world at large, your discussions might be relevant to others as well. 
Talk and listen simultaneously.

The time of strategy as grand scheme is over and sending your message from the top-down no longer suffices — it is time for an alternative approach. Turn strategic discussion into stories that can be shared throughout your organization, share the ownership and spark conversation. Release ideas early, release them often, and learn from the responses from within your organization ánd outside. After all, since your organization is part of the world at large, your discussions might be relevant to others as well. 
Talk and listen simultaneously.

The time of strategy as grand scheme is over and sending your message from the top-down no longer suffices — it is time for an alternative approach. Turn strategic discussion into stories that can be shared throughout your organization, share the ownership and spark conversation. Release ideas early, release them often, and learn from the responses from within your organization ánd outside. After all, since your organization is part of the world at large, your discussions might be relevant to others as well. 
Talk and listen simultaneously.

Strategy by doing,

not just by planning.

Strategy by doing,
not just by planning.

Strategy by doing,
not just by planning.

It is easy to agree on words. You probably want your organization to be innovative, inclusive, viable, social and sustainable. It is harder to agree on how to achieve this. Operationalizing your strategy in an early stage helps. Use ideas, prototypes and visualization to see what your words might look like when they come into action. Break the division of labour between thinking and making, in order to make strategy more realistic and compelling. Engage in strategy by doing, not just by planning. 
— Move from concrete to abstract and back.

It is easy to agree on words. You probably want your organization to be innovative, inclusive, viable, social and sustainable. It is harder to agree on how to achieve this. Operationalizing your strategy in an early stage helps. Use ideas, prototypes and visualization to see what your words might look like when they come into action. Break the division of labour between thinking and making, in order to make strategy more realistic and compelling. Engage in strategy by doing, not just by planning. 
— Move from concrete to abstract and back.

It is easy to agree on words. You probably want your organization to be innovative, inclusive, viable, social and sustainable. It is harder to agree on how to achieve this. Operationalizing your strategy in an early stage helps. Use ideas, prototypes and visualization to see what your words might look like when they come into action. Break the division of labour between thinking and making, in order to make strategy more realistic and compelling. Engage in strategy by doing, not just by planning. 
— Move from concrete to abstract and back.

It is easy to agree on words. You probably want your organization to be innovative, inclusive, viable, social and sustainable. It is harder to agree on how to achieve this. Operationalizing your strategy in an early stage helps. Use ideas, prototypes and visualization to see what your words might look like when they come into action. Break the division of labour between thinking and making, in order to make strategy more realistic and compelling. Engage in strategy by doing, not just by planning. 
— Move from concrete to abstract and back.

It is easy to agree on words. You probably want your organization to be innovative, inclusive, viable, social and sustainable. It is harder to agree on how to achieve this. Operationalizing your strategy in an early stage helps. Use ideas, prototypes and visualization to see what your words might look like when they come into action. Break the division of labour between thinking and making, in order to make strategy more realistic and compelling. Engage in strategy by doing,
 not just by planning. 
— Move from concrete to abstract and back.

PERSPECTIVE#3A

Improve your goggles
and your vision.

Improve your goggles and your vision.

PERSPECTIVE#4A

Organizational theory tends to offer oversimplified frames for understanding. But does one-size-fits-all? Probably not. Your organization is unique by default. So instead of using standardized models, why not build taylor made models. Listen carefully to the stories within your team and analyse them well. From there, develop a unique set of goggles that matches your organization. See if they work. Continuously iterate. Improve your goggles ánd your vision simultaneously.
— Build organizational models from the ground up.

Organizational theory tends to offer oversimplified frames for understanding. But does one-size-fits-all? Probably not. Your organization is unique by default. So instead of using standardized models, why not build taylor made models. Listen carefully to the stories within your team and analyse them well. From there, develop a unique set of goggles that matches your organization. See if they work. Continuously iterate. Improve your goggles ánd your vision simultaneously.
— Build organizational models from the ground up.

Organizational theory tends to offer oversimplified frames for understanding. But does one-size-fits-all? Probably not. Your organization is unique by default. So instead of using standardized models, why not build taylor made models. Listen carefully to the stories within your team and analyse them well. From there, develop a unique set of goggles that matches your organization. See if they work. Continuously iterate. Improve your goggles ánd your vision simultaneously.— Build organizational models from the ground up

Organizational theory tends to offer oversimplified frames for understanding. But does one-size-fits-all? Probably not. Your organization is unique by default. So instead of using standardized models, why not build taylor made models. Listen carefully to the stories within your team and analyse them well. From there, develop a unique set of goggles that matches your organization. See if they work. Continuously iterate. Improve your goggles ánd your vision simultaneously.
— Build organizational models from the ground up.

Organizational theory tends to offer oversimplified frames for understanding. But does one-size-fits-all? Probably not. Your organization is unique by default. So instead of using standardized models, why not build taylor made models. Listen carefully to the stories within your team and analyse them well. From there, develop a unique set of goggles that matches your organization. See if they work. Continuously iterate. Improve your goggles ánd your vision simultaneously.
— Build organizational models from the ground up.

Feel like talking further?
Just drop a line.

Feel like talking further?
Just drop a line.