“Even if you are on the right track, if you stand still, you will get run over by the next train” - Will Rogers

Strategy at all levels is a 'statement of intent' (not a recipe for success) and is based on current knowledge and projected into the future to provide a sense of direction and clarity. Where envisioning is primarily aspirational, strategy is intentional - creating a broad sweeping picture of the organisation in relation to the external world, market segment or customer base.

Our views of Strategy, by necessity continue to evolve. For most part of the last century, the dominant generic strategy of large corporations can only be described as "more of the same" - meaning business as usual. Strategy in the 21st Century is no longer simply scenario planning and the setting of KPI and objectives. Basic management techniques involving 'goals and roles' are making way for a better understanding of how leaders can assist in the making of meaning for their employees and in linking personal values and purpose to organisational strategic direction.

“In today’s business environment, strategy has never been more important. Yet research shows that most companies fail to execute strategy successfully. Behind this abysmal track record lies an undeniable fact: many companies continue to use management processes - top-down, financially driven and tactical - that were designed to run yesterday’s organisations.” - (Kaplan & Norton, 2001)

What is now generally accepted, is that we have moved from the late industrial age (scientific/technology/computer age) into what has be variously labelled ‘The New Economy’, Information/Knowledge Era or the Age of Innovation. The key characteristics of this transition are solidifying: increased globalisation (of populations, markets and work), technical innovation, enhanced communication and knowledge transfer, greater consumer choice and expectations, and socio-political reorganisation. But even these are just symptomatic of a more fundamental and deep-seated change. The trend throughout history is of a world which is becoming more connected, more complex, chaotic and ambiguous. We are seeing an increased pace of life where intangibles (relationships, wellbeing, satisfaction, imagination, relaxation, attention, etcetera) are now more valued as boundaries and divisions ‘blur’.

It is in this new context that our strategic thinking must take place. As Gary Hamel has put it “Organisations need to change the rules of engagement, reinvent the industry space and alter the basis for competitive advantage”. It is with this in mind that Adaptive Learning facilitates innovative Strategic Workshops using simple but effective frameworks and tools to allow your home-grown talent to generate alternatives of the future, and derive clear but adaptable strategic actions.