The Strategy Paradox is that it is hard to predict the future, yet you must commit fully to a strategy in order to reap the maximum reward; this runs the risk of total failure. The solution to this problem is something the author calls "strategic flexibility". Unfortunately this book was so heavy on consultant / business language ("facilitate the capture of synergies"?) that I found it hard to parse out clear steps to take. I did like the idea of increasing time horizons as you move higher up in the organisation structure; however it has to be emphasized that this requires senior management to have their own strategic planning staff.
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