Over the last ten posts, we have been building a clearer picture of what it means to live in a world approaching a systemic turning point. We began by examining why today feels unusually active and uneven, then traced the deeper pattern behind major shifts in history. We explored how change accumulates, compresses, destabilizes, and eventually reorganizes life around new assumptions. We introduced the seven domains that shape every transition and showed why no single force ever moves a civilization forward on its own. We examined the three drivers that push societies across thresholds and built gauges that make systemic pressure legible. Using those gauges, we read four major transitions in the long arc of history: from hunter-gatherer life to agriculture, from agriculture to the Axial reorientation of ideas, from the Axial age to the Renaissance, and from the Renaissance into the Industrial world. We then applied the same lens to the present, showing why the 2020s feel dense, fast, and tightly connected. Most recently, we explored the possibility of another transition forming and the kind of governance required when intelligence itself becomes a shared utility. Together, these posts formed a simple arc: understand the moment, understand the mechanics, understand what may be forming next.
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Digital Enterprise Road Map Series: Part 5 -Effectiveness
In part five of our Digital Enterprise road map series, we focus on business effectiveness. Efficiency dominated the last two decades with a focus on doing things in the right manner. But the next decade brings an increased focus on doing the right things – also known as effectiveness. The overarching goal of effectiveness is to drive desired outcomes and encourage innovation to meet enterprise goals. This simple statement has far reaching implications and represents one of the strongest drivers of enterprise change in this next decade. If I were to place one long term bet, it would be on the enablers of enterprise effectiveness.
