The problem with traditional top-down strategy process is that whatever is “cascaded” down through the organisation, is not seen as relevant or urgent by those who are supposed to execute the strategy (which is, hopefully, everybody). This leads to strategy processes getting a bad reputation of being a waste of time and resources, since whatever is decided never really “means anything” .

The traditional way of introducing new employees to the organisation can be tedious work. The general idea is that new employees need to be fed a mountain of information before they can start working. This dizzying amount of knowledge is difficult to manage as information tends to expire quickly and all but impossible for the new employee to take in and retain.

One of the most common problems found in expert organisations today is that people get caught in their silos, making all cross-functional cooperation difficult and slow. We don’t find silos too unexpected. They are a very natural thing for us humans, and form easily in any larger community of people.