 | From the Editor's Desk
Why Conflicting Ideas Can Make Your Strategy Stronger In a volatile, uncertain world, successful strategies are those conceived as portfolios of options rather than as roadmaps. But to successfully create and communicate such strategies, managers must embrace incompatible and misaligned ideas, communicate multiple and conflicting narratives, and share ideas as they think of them as opposed to the traditional sequence of thinking then sharing. To enable this, leaders need to foster a culture in which people can disagree without being punished for it.
In a recent HBR article we argued that in an uncertain and rapidly changing world, companies need to adopt strategies predicated on radical optionality, in which they continuously develop new options that could form the basis of future success — depending on what unpredicted state of the world they will find themselves in. But companies struggle to realize radical optionality because creating options is expensive: It entails costly and risky exploration, increases complexity, and can lead to excessive redundancy. Encroaching resource limitations, especially an increasing cost of capital, only makes the challenge harder.
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