This is the second article in a six-part series on structured decision making, where I work through a real, publicly discussed case — Mallorca’s tourism debate — using my Strategic Clarity framework: Frame, Map, Imagine, Design, Decide, Commit. This piece covers Map, done as dynamic systems mapping rather than a static list. Methodology notes and…
This is the first article in a six-part series on structured decision making, where I work through a real, publicly discussed case — Mallorca’s tourism debate — using my Strategic Clarity framework: Frame, Map, Imagine, Design, Decide, Commit. This piece covers Frame. Methodology notes and context at the end. On July 27, 2026, tens of…
Most strategic conversations happen in lists. We list our strengths. We list our options. We list the risks. And then we wonder why our strategy fails to account for the dynamics that actually shape outcomes. Lists are useful. But they share a fundamental limitation: they treat each item as independent. In reality, strategic environments are…
Every strategy textbook includes a chapter on stakeholder mapping. Every workshop facilitator has a version of the 2×2 matrix — interest on one axis, influence on the other. Place your stakeholders in the appropriate quadrant. Color-code them. Move on. And yet, in almost every strategic engagement I have facilitated, the stakeholder analysis is the step…
For two decades, VUCA gave leaders a shared vocabulary for navigating complexity. Volatile, Uncertain, Complex, Ambiguous — the acronym, originally coined at the U.S. Army War College after the Cold War, became a staple of every leadership conference, every corporate strategy document, every MBA curriculum. It was useful. It named something real. But it also…