What You See When Every Strategy Option Costs Something Real
Add up the scores and you hide what each option costs. Three Mallorca strategy families, six criteria, seven futures, and a decision that belongs to someone else.
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The Groups That Aren’t Groups
One word, five labels, 243 possible lists: why a team that agrees on “the stakeholders” may still be talking about different groups.
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What You See When You Actually Test Whether Your Strategy Options Are Really Different
Three strategy families from a morphological box of 243 combinations, tested for whether they really differ. Each family’s weak spot is stated openly.
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What You See When You Actually Let Scenarios Disagree
Seven external scenarios for Mallorca’s tourism system, built to disagree with each other. Scenario stress testing treats them as test conditions for strategy options, not as wishes or forecasts.
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What You See When You Actually Draw the Map
Drawing the system instead of listing stakeholders: drivers, feedback loops and the groups with no voice at the table. Dynamic systems mapping shows where leverage points sit, and where the most central driver does not.
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The Solution That Might Make the Problem Worse
A plausible fix for Mallorca’s tourism pressure can make the problem worse. Structured decision making starts by asking which goals are being mixed up before anyone agrees on a solution.
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Causal Loop Diagrams: How to See the System Behind the Strategy
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…
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Stakeholder Mapping: Why Most Organizations Get It Wrong — And How to Fix It
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…
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From VUCA to BANI: Why Strategic Clarity Matters More Than Ever
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…
