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How To Lead A Quest by Jason Fox

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14 Choosing to Choose

And here we are — the crux of it all. The space in which we decide what to progress, and what to kill off. Ignorance may have once been bliss — but now, thanks to an ongoing quest, our strategic decision-making is augmented with the presence of viable alternative options.

Strategy has just got a whole heap trickier. And more effective.

Where we used to be able to simply proceed with default thinking — where we didn't even need to be conscious of our choice (it just happened automatically) — now we must deliberately choose which option to proceed with.

Deliberation is liberation.

And choosing to not choose is still a choice.

Whatever choice we make will have implications for the future relevance of our enterprise. So, let's get into it — no excuses, and no stalling.

MAP YOUR OPTIONS

The first thing we need to do — after re-acquainting ourselves with our current business model and identity (and the emerging incoherence of a future context) — is map out the options available to us.

Note that our focus at this stage is no longer exploration. Rather, it is the gathering of the viable strategic options available for us to choose from (including the ‘do nothing' option), so that we can make the best strategic decision.

This is important.

When confronted with complexity, it's easy to feel overwhelmed. This overwhelm is often lessened if we get the complexity ...

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