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So how do we fix this?We don’t. There is no solution for this, and there shouldn’t be one; it’s just the realities of setting out strategy. I think that you should be very aware that when you set out new strategies, you should always do it in the context of your previous strategy, but even that will not suddenly fix all of these issues.The other approach would be to make less big steering strategies, but then you will run into the probable risk of your competitors running circles around you. You might lose all momentum and become an oil tanker in a sea of speedboats.
Business Strategy Is Like a Lizard
frederickvanbrabant.com
Both social isolation and a lack of privacy are risks in cities. An individual may contend with both throughout the course of a day in a poorly designed city. Ideally we gravitate toward spaces where we can have controllable levels of interaction with others. In Happy City, Charles Montgomery says, "The richest social environments are those in which we feel free to edge closer together or move apart as we wish.
They scale not abruptly but gradually, from private realm to semi-private, to public; from boardroom to living room to porch to neighborhood to city."
The Great Mental Models Volume 3
Rhiannon Beaubien and Rosie Leizrowice
How you dress, the most visible thing you do, can be the most important invisible force driving your organization's behavior. Ovitz sums it up: "Cultures are shaped more by the invisible than the visible. They are willed."
What You Do Is Who You Are
Ben Horowitz
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