The traditional approach assumes stability.

Traditional execution models assume stability. They rely on linear processes, predictable cause-and-effect relationships, and the assumption that organisations can control their external environment.

This may have worked at some point, but with increasing uncertainty and unpredictability, traditional approaches to execution don't just fail; they actively increase fragility.

As we close the chapter on 2024, it's essential to acknowledge the turbulence and volatility that defined this year. The relentless pace of change and the unpredictability of events have exposed the inadequacies of traditional approaches to leadership, strategy, and organisational design. For many, this year has been a wake-up call, a clear sign that old models, rooted in assumptions of stability and linearity, no longer suffice.

Strategic thinking isn't just about setting a direction, it's about choosing paths that allow us to adapt and gain advantage amidst uncertainty. As Heinz von Foerster advises, "I shall act always to increase the total number of choices." This philosophy is invaluable today when resilience and flexibility are essential.

Increasing options offers flexibility and builds a more adaptive and resilient organisation. Expanding the range of possibilities avoids locking ourselves into rigid structures and fixed outcomes. Instead, we foster an environment where options evolve alongside circumstances.

Through my experiences leading in the British Army and consulting for various organisations, I have quickly understood that effective leadership requires constant adaptation and the ability to navigate conflicting demands.

Unfortunately, modern "thought leadership" often seems too narrow and fails to account for the complex factors that shape our reality.

It's no secret (unfortunately, some leaders haven't cottoned on). Still, the environment we operate in and navigate is complex and dynamic, with organisations continually evolving and responding to their context and environment. This environment is far from stable and requires the capability to support a certain degree of stability and coherence while being adaptable and ready to shift.

Why is it that despite centuries of guidance from Sun Tzu, Helmuth von Moltke the Elder, and Carl von Clausewitz, many of today's organisations still find themselves unprepared for the challenges of the modern business environment?