Most organizations do not have a strategy problem because they lack ideas, data, planning sessions or initiatives. They have one because they confuse activity with advantage.
They build roadmaps, approve budgets, launch transformation programs and add AI pilots. What they avoid are the harder questions. Where will we compete? How will we win? What must be true for that advantage to hold? What will we choose not to do?
This series treats strategy as a working theory of how an organization wins, and argues that the theory has to be revisited as AI changes five things: customer expectations, industry economics, operating models, competitor capabilities, and how long a moat lasts.
