In today’s sharing economy, the decisions of a company are no longer the result of internal hierarchy, but of its ecosystem, through its community of internal and external influencers and decision makers.

Instead of making a concrete strategy, a company fixes the starting point but the rest is built with its external partners and the exchange of knowledge, experience and ideas.

Ernesto Ciorra, Chief Innovability Officer, Enel Group

This shift effectively means that companies are switching from a strategy to a startegy, giving way to collective innovation with start-ups and major partners.

This comes as the result of open dialogue, evolving thanks to the contribution of those on the outside offering a different perspective. Companies, instead of planning, must make repeated and quick attempts with partners to adapt to the frequent technological and social changes of our world.

The company activates sensors in its ecosystems and in other contiguous areas. A company’s strategy used to be comparable to chess, with a clear goal and predictable moves. In today’s world, strategy looks a lot more like poker: the cards are evaluated at the beginning, but the high unpredictability and, above all, the dynamics of the game make it impossible for managers to act independently. Welcome to our shared futurefull_stop

Ernesto Ciorra, Chief Innovability Officer, Enel Group

As published in TIME magazine