The one on dynamic capabilities
Theory vs practice
Friends,
I hope that all is well with you and yours, and that this e-mail finds you on a boat with shoddy connection, in the tropics, three months after I sent it.
Now accepting speeches and assignments for 2026
THE 2026 KEYNOTE DECKS
When the ground moves. How to survive and thrive in a world of dynamic uncertainty. (Based on a new book by the same name.)
What to do when you don’t know what to do. How to create a competitive advantage from change. (Based on a new book by the same name.)
The great AI divide. How artificial intelligence creates a K-shaped capability landscape. (On the practical possibilities and pitfalls of artificial intelligence in strategic decision-making.)
The volcano that birthed Frankenstein. How contexts enable innovation — and how to make the most of it. (A narrative-based talk on how world-altering creations can come from the most unlikely events.)
THE 2026 SERVICE OFFERING
Domains:
Adaptive strategic management. Formulation, audits, support, ABCDE framework.
Uncertainty management. Dynamic uncertainty, executive decision-making.
AI transformation. Capability creation, strategic utilization, process redesign.
Board effectiveness. Stewardship, oversight, leadership.
Marketing management. Strategy (global and local), go-to-market, innovation.
Formats: advisory retainers, fractional leadership (CSO/CMO), workshops, offsites, onsite training, online seminars, university lectures.
For any and all project inquiries, including presentations, merely send me an email by clicking this text.
The TL;DR
Firms know they need to adapt, but frequently respond by doubling down on ordinary capabilities and doing the same things better: hiring specialists, optimizing the existing model, and centralizing decisions. Although this can improve parts, it often weakens the whole.
Dynamic capabilities, by contrast, help firms change what they do. However, they will only work if they are built into the organization’s routines, decision rights, feedback loops, and resource allocation. If they rely on senior management’s ability to foretell the future, they will not.
Personal updates before we go-go
Free webinar alert:
On Monday, June 22, at 3pm CET (i.e., 9am, EST) I will be doing a LinkedIn Live stream on adaptive strategy. You can sign up here.
If you want to listen to me being completely incoherent, I recently did Andi Jarvis’ podcast Strategy Sessions, now available on Spotify. Andi is probably my favorite host, and just an all-round brilliant bloke, but for some reason I am always shit on his show.
F1 thoughts incoming. If that is not your bag, I recommend scrolling down.
Well, it turns out that Mercedes could race at Monaco after all. Or, to be more precise, that Kimi Antonelli could. George Russell fell in line with expectations. Ferrari ended up in second, and should have also ended up in third had not Leclerc’s side of the garage made a massive strategic error by sticking with the brakes from Montreal (even though they clearly did not work there).
Normally, the qualifying is immensely exciting and the race a complete dud as nobody can pass on such a narrow street track, but this year was great all through. I can certainly do without all the celebrity nonsense, though.
Barcelona will be revealing. It is a very conventional track that the teams know well. If Russell is still struggling there, the media narrative will become brutal.
Food and beverage note of the week: the simplest summer hors d’oeuvre is equally sized pieces of really good feta cheese and water melon on a toothpick. Put a leaf of basil on top of each if you have got some to spare. Divine.
Moving on to markets.
