I went through this post yesterday in detail and it was beautiful timing as I'm working with my team now on defining a strategy. This work allowed me to pause a bit and think about how to factor in those external transformation drivers (e.g. AI) - that we had been previously overlooking. We were so internally focused on our organization / team. But this now challenges us to really think about how we can set ourselves apart from others.
Liked also the storytelling concept. It gives leaders an opportunity to talk about the "why" which could help give everyone that intrinsic motivation that propels teams.
Great article Dr. Hallet. — and I appreciate how it challenges conventional strategy thinking.
What stood out to me most is the idea that strategy shouldn’t be built around internal ego-driven goals (like simply being “bigger” or “faster”), but instead anchored in external forces of disruption shaping the future — such as AI, climate change, and geopolitical shifts. By starting from the outside in, leaders can create a distinctive strategy that isn’t just a rearrangement of what everyone else is doing.
Are you applying these concepts in your organisation ? What are the challenges do you face in real time?
Yes, the entire thesis of IWG is about dramatic changes in the way people work and how businesses no longer want the risk and obligation of leasing or managing their own real estate. So strategy is a direct response to these external drivers of transformation.
Thank you for your insights Dr. Hallett.
I went through this post yesterday in detail and it was beautiful timing as I'm working with my team now on defining a strategy. This work allowed me to pause a bit and think about how to factor in those external transformation drivers (e.g. AI) - that we had been previously overlooking. We were so internally focused on our organization / team. But this now challenges us to really think about how we can set ourselves apart from others.
Liked also the storytelling concept. It gives leaders an opportunity to talk about the "why" which could help give everyone that intrinsic motivation that propels teams.
Thank you, I’m so pleased it helped.
Over the next few weeks I am showing how to translate specific drivers (eg social change) into a strategic position.
Great article Dr. Hallet. — and I appreciate how it challenges conventional strategy thinking.
What stood out to me most is the idea that strategy shouldn’t be built around internal ego-driven goals (like simply being “bigger” or “faster”), but instead anchored in external forces of disruption shaping the future — such as AI, climate change, and geopolitical shifts. By starting from the outside in, leaders can create a distinctive strategy that isn’t just a rearrangement of what everyone else is doing.
Are you applying these concepts in your organisation ? What are the challenges do you face in real time?
Sincerely,
Saurav Mohanty
Thanks for your thoughtful comment.
Yes, the entire thesis of IWG is about dramatic changes in the way people work and how businesses no longer want the risk and obligation of leasing or managing their own real estate. So strategy is a direct response to these external drivers of transformation.
I’ve found that the real winners are just the first ones to stop arguing with reality.