For years, our thinking about our economy has been hopelessly simplistic — the basic idea is that the forces of

The US is good at invention but not very good at implementation. We have generated a boatload of Nobel prizes

Strategy in turbulent environments is different from conventional strategic planning. Traditional approaches are too expensive to formulate, too challenging to

Our ingenuity gap continues to grow. Our inability to design and guide “innovating networks” has led to the gap. But

It’s time to ditch our static view of the enterprise. Organizations are complex systems that must adapt to survive. But

Strategy in open networks — teams, collaborations, clusters, and ecosystems — is different. Successful network-based strategies require us to think

Yesterday, a colleague asked why we don’t use the term “goals” with Strategic Doing. Instead, we focus on outcomes that

Et harum quidem rerum facilis est et expedita distinctio. Nam libero tempore, cum soluta nobis est eligendi optio cumque nihil

Like many popular business concepts, “agility” is overused to the point of meaninglessness. Here’s a way to think about agility

With our work in #strategicdoing, we often are connecting with the Middle, managers looking for new ways to innovate, new