Most strategies fail not because the plan was wrong, but because the organisationwas built for control, not adaptation.
In this talk, Mike challenges the idea that strategy is a fixed aspiration ordocument to be implemented.
Drawing on his work with senior leaders and insights from systems thinking, he explores how structure shapes behaviour, how observation must come beforeaspiration, and why strategy must be lived, not declared.
Using the Viable System Model as a lens, Mike shows how organisations candesign for adaptability and coherence instead of alignment and compliance.
Attendees will leave with a practical understanding of how to build strategy as a living capability – one that manoeuvres, learns, and holds its course when realityrefuses to cooperate.
