The debate over hybrid work has produced an impressive amount of certainty. Some leaders insist organizations function best when employees return to the office. Others argue fully remote work is the inevitable future of knowledge work. Both views capture part of the truth—but neither addresses the underlying issue.
The challenge of organizational design is no longer simply arranging structures and processes, but creating a system whose elements align and reinforce one another so the enterprise can operate in a state of organizational flow.
Strategy may be the most overused word in the language of business. Companies create strategic plans, hold strategic offsites, and launch strategic initiatives. The result is often a farrago of activity loosely labeled “strategy,” but rarely anchored in a coherent understanding of what strategy actually is.