When Grand Narratives Collapse, We Turn to Extra-Large Expectations
In a fragmented world, where the future appears to have vanished, change does not come from miracle solutions but from emerging expectations grounded in reality. Anti-problems and micro-practices become tools for reading the present, activating experimentation, and building shared horizons – without denying complexity.
What Are We Waiting For? Imagination Is Fueled by Our Lived Experience
In a present shaped by "FLUX", waiting for the future is not enough: it calls for concrete action and experimentation. Emerging social expectations become a compass for imagining and acting together – rethinking metrics and the responsible use of AI within networks.
Leading in Times of FLUX: Strategy and Leadership in the AI Era
In FLUX times, leaders cannot stop at describing uncertainty; they have to act. The model offers four lenses – Fast, Liquid, Uncharted, Experimental – to decide faster without losing direction: a clear North Star, Tier 1 and Tier 2 choices, strategic sprints, and micro-experiments. Trust, values, and networked ways of working hold pace and execution together in the AI era.
Weaving the Unknown: Reimagining Organising
We are no longer simply managing “organisations”. We are participating in ongoing processes of organising. Waycraft is the practice of moving through the unknown with attunement, presence, and real-time responsiveness: listening, weaving perspectives, yielding, and allowing ideas to ferment. At the centre is a return to meaning at work, and a form of leadership that is less heroic and more collaborative, guided by values.
The Organizational Landscape We (No Longer) See
The organizational landscape is the context in which work happens – spaces, tools, flows, and relationships. The boundary between inside and outside is blurring, and value is increasingly co-created in ecosystems that extend beyond org charts and silos. Change is enabled through listening and genuine dialogue – and HR, too, must be rethought accordingly.
What’s Happening? What’s Happening in Our Cities?
Change, invoked for years, has been drained of meaning – and now returns as crisis. Organizations and managers, forged around linear megatrends and obsolete KPIs, struggle to act. What is needed are new metrics, distributed experimentation, community-based ecosystems, and leadership capable of giving meaning – and rhythm – to uncertainty.
