I love the process of unpacking something. You design a ritual of unpacking to make the product feel special. Packaging can be theater, it can create a story.
Even a dwelling is a device that generates a distinct pattern of daily activities and their relationships. Some buildings are explicitly built for ritual, but the repetition of any activity, either mundane or religious, tends to ritualize them, and by facilitating this, an architectural structure can turn gradually – sometimes even unnoticeably – into an instrument of ritual.
The association of comfort with people and place are reinforced by the ritualized use of a place. Using a place at a set time and in a specific manner creates a constancy as dependable as the place itself. It establishes, in time and behavior, a definition of place as strong as any architectural spatial definition, such as an aedicula, might be. Ritualized use can do more than reinforce the affection for a place. Through ritual, a place becomes an essential element in the customs of a people.
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.