Creations of human artifice In the twenty-first century, the question most of us ask when disaster strikes is not "How could God let that happen?" but "Who screwed up?" This is a salutary development: We take responsibility for the world we live in. Whether or not our world is the best of all possible worlds, it is a world we have made for ourselves. We live in an engineered landscape, on an engineered planet. Our cities and farms, our dwellings and vehicles, our power plans and communication networks—these are all creations of human artifice. If we don't like it here, we have only ourselves to blame. Brian Hayes, Infrastructure: A Guide to the Industrial Landscape humanityinfrastructuretechnologydisaster
When it goes wrong Kris: It's not my fault when it goes wrong. Jeff: Yes it is. Shane Carruth, Upstream Color lovedisaster
Narrative Strategy An Article by Tom Critchlow tomcritchlow.com An unfolding network of associations
An unfolding network of associations We know strategy is an unfolding network of associations: The evidence from the case suggests that the concept of strategy can be reappraised. From strategy as a static set of choices made at a specific point in time to strategy as an unfolding network of people, shared experiences and artifacts that is constantly being remade. And we know that only 30% of employees can articulate a company’s strategy. And I believe in the hyper-connected age we live in both of these things are becoming more true - that strategy is increasingly “in motion” and that most organizations are realizing their OODA loops are too slow for the modern world. This causes the articulation of strategy to stall and get left behind - how do you articulate something in motion? It’s easier to write strategy down when it doesn’t change right? As a result - there’s a widening gap between the perspective on strategy that the executive team has and the received ideas of the company’s direction that teams and employees have. work