I know. Believe you me, I know.
There are, clearly, far too many newsletters already. Far too many commentators making far too similar observations about far too comparable phenomena, doing little more than enforcing the comfortable status quo. It is, after all, understandable. Most of us find cognitive dissonance to be a pain in the proverbial posterior. Much nicer to time-and-again have one’s beliefs confirmed.
But lost in the non-existent fray is the unfortunate truth that it renders progress barely different from inertia. If we are not challenged - indeed, if we do not challenge ourselves - improvement becomes little more than a Harvard Business Review article about self-help.
And when it comes to strategy, it seems rather clear that we are not improving. If anything, we appear to be going backwards. Which, I suppose, might be considered somewhat fitting given that most of our understanding of what strategy is largely comes out of provably outdated bodies of knowledge.
In this newsletter, I will attempt to go in the opposite direction.
This will include detailed conversations about:
the various uses of deliberate and emergent strategy alike,
the organizational implications of applied complexity theory,
the necessity of diversity of thought,
the mental pitfalls of practical analysis,
and, as they say, much more.
It will also be written under the presumption that you are an intelligent human being, capable of thinking for yourself and comfortable being challenged.
If you are not, Strategy in Praxis will not be the newsletter for you. But hey, at least there are many, many more to choose from.