Source: Organization Development: A Practitioner's Guide for OD and HRLong-term planning is irrelevant, if not a hindrance.
Strategy should not be about the realisation of prior intent, but rather emphasis on the importance of openness to accident, coincidence and serendipity.
Strategy in this case is the emergent resultant.
Successful strategies, especially in the long term, do not result from fixing an organisational intention and mobilising around it, they emerge from complex and continuing interactions between people.
Credit: Mee-Yan Cheung-Judge
Posts where this quotation is embedded
- Open, Adaptive Strategy Make employees partners in the strategy process
Posts: Mee Yan Cheung-Judge (1)
Papers: Mee Yan Cheung-Judge (1)
Tags: complexity (101) | emergence (12) | Mee Yan Cheung-Judge (4) | planning (6) | serendipity (13) | social interaction (9) | strategy (22)
Blook Search
Google Web Search
Photo Credits: Pixabay (Pixabay)
In-person, 7–11 September 2026, Warbrook House, Hampshire, UK
We are living and working in conditions of uncertainty, complexity, and rapid change. Many leadership approaches still rely on control, expertise, and tools that no longer fit the realities people face.
This week-long immersive workshop brings people together to practise Conversational Leadership as a shared, lived experience. It is not a training course but a space to slow down, think together, and explore how leadership emerges through dialogue, responsibility, and real engagement.