Most strategic frameworks in use were developed in the 1990s and early 2000s. However, organizations today face a dynamic and extreme environment characterized by hypercompetitiveness, hyperconnectivity, commoditization, artificial intelligence (AI), and advancements in robotics.

The challenge is to identify a strategic framework suited to this environment.

I am currently developing the Insight-Napkin Framework, inspired by competitive sailboat performance. It positions Dynamic Reframing as the foundation of competitive performance and STORI as the basis for strategy formulation.

Creativity is, at a very deep level, the foundation of strategic thinking. Therefore, our research on creativity focuses on two main areas:

· Management of Creative Teams: Exploring how to boost team creativity, also applicable to strategy-focused teams.

·AI and Creative Techniques: Investigating how to combine human and AI efforts, using different frameworks, for highly creative outcomes. The focus of this research is currently media content, marketing communication, and strategy formulation.

This research leads to courses, conferences, and an upcoming book.

For a strategy to succeed, it must be effectively communicated. For an organization to grow, it must create value for people. Our research on consumer perceptions and behaviors focuses on two key areas:

· Client Acquisition: Understanding how marketing funnels operate and optimizing them by integrating branding, communications, and sales strategies, powered by AI-Creativity frameworks.

· Marketing Fundamentals: Exploring core marketing principles and how they shape collective perceptions of reality.

A.I. projects tend to be justified as a means to lower operational costs.

This approach is valid; however, it risks scattering your AI efforts across fifteen disjointed, smaller projects with no real impact on the bottom line. Additionally, the widespread adoption of AI to reduce costs may lead to uniformity and commoditization among businesses.

"Instead of asking, 'How can we cut costs or increase efficiency using AI?,' our research asks, 'What capabilities can we build with AI to gain a competitive edge?' AI strategy is explored through two approaches:

· An integrated and strategy-driven network of people, data, tools, and agents that allows the company to do what its competitors can't.

· Building dedicated teams to research and develop AI-leveraged business logic focused on two or three core business processes.

AI excels in both divergent and convergent thinking, particularly in (dynamically) reframing current perspectives.

As a result, AI is an essential component of every strategy conversation, serving as a vital participant at the table. A preliminary one-page STORI strategy formulation tool, powered by ChatGPT, is now available..

We are developing new agents for additional platforms.

It is a deep mistake to consider strategy a purely intellectual activity that, once created, should simply be implemented by the organization." This thinking leads to a certain failure.

The political environment is not 'a problem'; it is the canvas where strategy is drawn.Aspects like power, communication, incentives, and the construction of a shared reality are the foundation of any successful strategy.

A new book, combining conceptual models and step-by-step playbooks, is being written.

The role of speed and timing is often undervalued in strategy. Lessons from sailboat regattas reveal:

· You can only compete strategically with boats of similar speeds. Faster boats will always outpace you, and slower ones will inevitably fall behind.

· The real challenge is not what to do, but when to do it.

A book exploring the fundamentals of maximizing speed and seizing optimal moments is in progress.