During the Renaissance, the five senses were understood to form a hierarchical system from the highest sense of vision down to touch. Vision was correlated to fire and light, hearing to air, smell to vapour, taste to water, and touch to earth.
Perhaps the human fascination with fire stems from the totality of its sensory stimulation. The fire gives a flickering and glowing light, ever moving, ever changing. It crackles and hisses and fills the room with the smells of smoke and wood and perhaps even food. It penetrates us with its warmth. Every sense is stimulated and all of their associated modes of perception, such as memory and an awareness of time, are also brought into play, focused on the one experience of the fire. Together they create such an intense feeling of reality, of the "here and nowness" of the moment, that the fire becomes completely captivating.
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.