Top Highlights

• when companies go through their longer-term planning processes, they often create linear timelines marked by years ending in either 0s or 5s. Your brain can easily count in fives, while it takes a little extra work to count in 4s or 6s
• Nice, linear timelines offer a certain amount of assurance: that events can be preordained, chaos can be contained, and success can be plotted and guaranteed.
• Chief strategy officers and those responsible for choosing the direction of their organizations are often asked to facilitate “visioning” meetings. This helps teams brainstorm ideas, but it isn’t a substitute for critical thinking about the future. Neither are the one-, three-, or five-year strategic plans that have become a staple within most orga...
• My observation is that leadership teams get caught in a cycle of addressing long-term risk with rigid, short-term solutions, and in the process they invite entropy.
• Tactical actions without a vision of the longer-term future would result in less control over how the whole media ecosystem evolved

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