Classic strategic thinking assumes stable conditions in which target scenarios are not only clearly definable, but can also be planned. But not only the experience of the pandemic has shown: The planning games of management and marketing are subject to disruptive and unpredictable changes in an increasingly complex world. The German economist and philosopher Birger Priddat puts it this way: “We locate the future, in peculiar geometry, -horizontally – ‘in front of us’. That which unexpectedly bursts upon us as an event does not come ‘from the front’, but ‘from above’.

What are the alternative strategic approaches to thinking and acting beyond the classical planning paradigm? How must an organization be positioned to prepare for possible, uncertain futures? What skills and values are helpful?

(The Closing Note will be held in German)