Most enterprises are still built as static systems: siloed functions, fragmented
technology, and a short-term financial logic. They record reality with great
precision and experience very little of it. Living systems are different. They
sense, decide, act and renew, and they stay in balance while doing it.
The defining leadership challenge of this decade is coherence: making what one
part of the enterprise knows into something the whole can act on. Every function
already has more intelligence than it can use. The work is to transform an
enterprise so that it develops the capacity to keep transforming itself. That
gap, between intelligence and coherence, is the whole of my work.