Not all the towers along a transmission line are identical. Look closely at a tower where the line makes a sharp turn and you will likely find it is wider and beefier than other towers along the route. The added strength and weight are needed to resist the unbalanced pull of the conductors, which might overturn an ordinary tower. These special towers are called deviation or angle towers.
The transmission-line tower everybody knows is an Erector Set latticework of steel girders and diagonal braces. The techniques for designing and building these towers are the same ones used in constructing steel bridge trusses or crane booms. The individual pieces can be made cheaply from rolled steel and then bolted together on the site. This last point is more important than it might seem: transporting a fully assembled tower 100 feet tall is an awkward and expensive business.
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.