In very much the same way, we can’t manage strategy in the 21st century without discarding the comfortable dogmas of the 20th century.
Much of our strategic doctrine comes from an industrial age in which products were fairly uniform and success was highly contingent on the ability to move around men and materiel efficiently.
That’s still important, but not a source of sustainable competitive advantage. Today, we don’t produce products as much as we design them and that calls for a strategic shift. To embrace the future, we must, in a very conscious way, let go of the past and move from a planning mentality to one that integrates skills and information in an emergent context.