Growth & Continuity Formula : Defend / Adapt / Transform
ARTICLES
Strategy
Strategy making
According to Henry Mintzberg, strategic planning is a step, and in fact the final one, in the process of strategy development. Developing a strategy involves the following three successive and iterative steps:
Strategic thinking: Researching and reflecting on all the elements and information necessary for decision-making or strategy selection.
Strategy development: This process is actually decision-making and involves senior management and delegated managers. It is based on the results of strategic thinking.
Strategy planning: A delegated task whose objective is to convert the selected strategy into a plan for its optimal execution, measurement, etc.
StrategIQ Asymetry
The majority of futurists focus on developing the discipline of anticipation or foresight (invariably used here) and its teaching. Foresight as an academic discipline is well developed and when our interest and experience are more business-oriented, the first observation is to realize the strategic deficit created by the absence of information about the future (or futures) and also the deficit created by the lack of coherent integration of foresight into organizational activities and imperatives.
Strategy is confidential
A misperception derived from the practice of participatory foresight is to think that this participatory practice also applies to strategy. If in the participatory perspective, we are missing who is not there (as many people as possible, for the greatest number of futures) in the stage of articulating the strategy, we wonder who is present or should be present.
Four strategic challenges facing organizations today.
These challenges aren’t theoretical. They’re operational, cultural, and strategic. They affect organizations across all sectors and dimensions, including those tasked with advising others. This is why foresight is no longer a specialty: it’s becoming a shared responsibility. Those who recognize it early will quietly gain advances and develop advantages that may become difficult to regain.
1. Structural pressures on performance and relevance
Businesses are still organized around stability, but operate under conditions that reward adaptability. Legacy structures, success metrics, and even internal cultures often reflect a world that has already changed.
Planning cycles assume continuity. Systems prioritize predictability over learning. Performance is optimized for yesterday’s situation.
What happens when the foundations of certainty are the very ones that create uncertainty?
2. Market evolution and competitive reframing
The lines between industries are blurring. New competitors aren’t always “better”; they simply differentiate themselves in ways that matter today.
Platforms are redefining service delivery. AI is accelerating understanding, but eroding exclusivity.
Customers expect more than expertise: they expect perspective.
In a redefined landscape, is technical excellence enough to stay in the game?
The lines between industries are blurring. New competitors aren’t always “better”; they simply differentiate themselves in ways that matter today.
Platforms are redefining service delivery. AI is accelerating understanding, but eroding exclusivity.
Customers expect more than expertise: they expect perspective.
In a redefined landscape, is technical excellence enough to stay in the game?
3. Cognitive and strategic blind spots
Most organizations aren’t blind; they’re too focused. They see what they’re trained to see… and miss what doesn’t.
Assumptions become truths.
Uncertainty is managed by ignoring it. Strategy becomes a timetable, not a compass.
Are we asking the right questions, or just the ones we’re familiar with?
4. New threats are not clearly announced
They arise as much from the divergence of the known as from the convergence of the new, from contradiction and complexity.
Disruptions are no longer merely external: they are intricate, intertwined. Risk is everywhere, in what we do and don’t do, both internally and externally. The problem is not the unknown, but waiting, delay, and unpreparedness.
When the future doesn’t behave like the present, who helps organizations remain stable and progress?
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