Be A (Re)Visitor An Article by Rob Walker robwalker.substack.com I was thinking about this not long ago while reading in Petapixel an essay by a photographer named Scott Reither, “Long Form Study: Why Photographers Should Repeatedly Revisit A Scene.” In it, he described photographing one particular stretch of beach, over and over, throughout his career. Of course that landscape has changed over time, and of course he’s had moments when he felt he’d captured the same territory so many times there was nothing left to see. But there was always something more to see — maybe because of a change in Reither’s life, rather than in the physical environment. seeingchangephotography
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