Strategising in a hyperturbulent and hyperfluid world: A lost cause?

Abstract

Purpose: The viability of strategising under conditions of hyperturbulence and hyperfluidity has become a strong bone of contention. Can strategising be feasible and appropriate; create synergy and coherence; and be sustainable under such conditions? The aim of this paper is to propose reinvention requirements for strategising and to propose an overall strategising approach based on these requirements.

Design/Methodology/Approach: The main thrust of the paper is to discuss five interdependent re-invention requirements for a strategising approach more suitable to hyperturbulence and hyperfluidity. Each of the five requirements seeks to address one or more of the criteria (e.g. feasibility, appropriateness, synergy) that strategising must meet in order to be a viable endeavour under the above conditions.

Findings: Based on the discussion of these re-invention requirements, a revised overall strategising approach is proposed. The suggested approach centers around ensuring sustainable future value-adding for stakeholders; requires an enabling change navigation strategy and plan; the performance of the full repertoire of strategising acts; the execution of the strategising process itself; and a conducive strategising context.

Implications: The paper offers an integrated, comprehensive reinvented strategising approach which is believed will contribute towards the continued viability of strategising under conditions of hyperturbulence and hyperfluidity, given strategising's increasingly critical role under these conditions.

Originality/Value: The proposed requirements for re-invented strategising, and the suggested overall strategising approach based on these requirements, integrate not only what currently is treated as separate discourses in the strategic literature, but also reframe and/or combine this literature with the latest thinking regarding the nature and dynamics of the reality which needs to be strategised about and be transformed, e.g. complexity/chaos theory and change navigation. In this way, a fresh perspective is taken on strategising.