For most of the twentieth century, strategy was built on a tacit assumption: relative stability. Industries evolved slowly, competitors were legible, technologies diffused over decades, and the future could be approximated through extrapolation. Strategic advantage emerged from positioning within known structures, as articulated by Porter, Chandler, and Ansoff. Planning cycles were annual, sometimes quinquennial, because the world itself moved at that cadence. That assumption

For decades, annual strategic planning has been the central ritual of organizational leadership. Executives step away from daily operations, synthesize data from the prior year, debate priorities, define objectives, allocate resources, and publish a plan intended to guide the organization for the next twelve months. This model once provided clarity, alignment, and control. Today, it increasingly delivers the opposite. Markets shift faster than planning cycles. Regulatory envi

For decades, strategy has been treated as a static artifact. Organizations analyzed the environment, formulated a plan, codified it into documents, and executed against it over fixed time horizons. This model assumed that the external world would remain sufficiently stable for the strategy to remain valid long enough to matter. That assumption no longer holds. Markets now shift faster than planning cycles. Regulatory environments evolve mid-execution. Technological discontinu

For most of the past century, strategy was a discipline of prediction, optimization, and control. Leaders assumed that markets moved incrementally, competitors behaved rationally, and the future could be extrapolated from the past. Strategy, therefore, became a periodic exercise: analyze the environment, define a plan, allocate resources, and execute against a stable set of assumptions. That model no longer holds. Today’s strategic environment is defined by velocity rather th

The Missing Layer in Modern Organizations For decades, organizations have invested heavily in systems that optimize operations, finance, customers, and infrastructure. ERP unified internal resources. CRM transformed customer engagement. Cloud platforms reshaped computing. AI revolutionized analytics and productivity. Yet one domain has remained structurally underserved: strategy itself . Strategy is still managed through documents, slide decks, offsites, consultants, and peri