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What´s up with water: Pouring water in your corporate strategy (XXX). Summary and Conclusions.

Our last day for “What´s up with water: Pouring water in your corporate strategy” has come. I am thankful for all your patience and the lovely time that you have dedicated to our saga. Particularly, I am grateful enormously to all the virtuoso violinists who shared a little piece of their lives in this saga: My thankfulness to Anne Sophie Mutter, Itzhak Pearlman, Anne-Akiko Meyers, Mischa Elman, Katha Zinn, Janine Jansen, Christian Li, Hillary Hahn, Gil Shaham, Nicola Benedetti, David Garrett, Isaac Stern, Julia Fischer, Ray Chen, Sarah Chang, Christopher Koncz, Daniel Stepner, Anne Black,  María Dueñas, Henning Kraggerud and his daughter Anna Serafin, Viktoria Mullova, Simon Blendis, Francesca Dego, Joshua Bell, Lisa Batiashvili, Maxim Vengerov and his daughter Lisa, Isabelle Faust, Leonidas Kavakos, Kung Wha Chung, Jascha Heifetz, and Himari Yoshimura.

Without all these gorgeous virtuosos who play with Stradivarius, Amati, and Guarneri del Gesu violins; I wouldn´t be here ending this epic. My sincere appreciation for their spectacular oeuvres, their infinite efforts, and charming “out of the world” performances. It is because of the presence of these virtuoso violinists who have embellished my academic art during this summer, that we still have faith that music will continue being played with real and genuine violins that come from the tradition of the Luthiers of Cremona’s Golden Age. I also express my appreciation to all the philharmonic orchestras, pianists, professors, and composers who had made it possible for these virtuosos to be who they are.

Yesterday I was checking all the episodes that we have written, and I thought about how to finish a saga that has no end. I would have loved to continue showing you at least another 30 violinists that deserve to be here. I would have adored showing you more aspects of strategic agility and the water cycle which we only covered in a few episodes. Nevertheless, our water habitat redeemer mission has been accomplished, and that is why we must close it today.

We will summarize and conclude “What´s up with water: Pouring water in your corporate strategy” with the answers to the following question:

Is strategic agility a notion that might be utilized to solve the issues of the water cycle in corporate strategy?  

  • Reading about strategy requires discernment. Any management notion or book about a strategy that comes out of faculty professors in business schools; or about recipes of success from centers of economic research; or any conceptual framework that you can envision is a work of art that has been designed and written with the purpose to inform about something that may help to fix a problem. Sometimes the delivery of the “new oeuvre” is a report of examining certain aspects that have worked in a specific context for some companies. It is not the same when authors are writing about a multinational corporation of 160,000 employees located in 30 countries as writing about a company that has 10,000 employees and is working in Central America. Furthermore, it is not the same when we have 10 employees only. Our first lesson for us is: after you read and study these “notions” coming out of papers or books, always ask yourself what is the context and the occasion for which the author is writing.  If this venue has nothing to do with your country, culture, industry, and whereabouts of your company. Be careful because it might not be pertinent and ready to be applied yet. We are not telling you that the authors are wrong. We are only reflecting that it could be that their composition is not the most appropriate, or it is not valid for a different context. It also could be that the notion will need to wait several years, if not decades, particularly in the case of developing poor economies.
  • Work in progress status. When academic authors write papers or books about their discoveries in corporate strategy, leadership, or guiding principles in management; do not rush into considering that these are the Bible of the century or are already set without modifications. Usually, these books are reviewed by peers or colleagues of the same academic discipline and are accepted to be published as “state of the art” material. Once these contents are released, that doesn´t mean are the new “Bible in strategy”. They are simply material that is there for us to read, and be reviewed. Academics react after reading them. And our reactions to the new papers or books that arise are always causing multiple debates. It is a rolling out phase, in which academics interact, and argument, discuss or even disagree. The book or paper is in a “work in progress” stage, or as we have called it: it is in the “Tower of Babylon confusion”. If a quasi-theory or hypothesis at the level of the academics and studious researchers has not been settled and accepted by all schools of thought in that area, then it can´t be applied without risks by the corporations or practitioners. We offered you the “strategic agility” notion as an example of this phenomenon.
  • Our planet’s resources are in jeopardy. The water cycle was chosen as one of at least 7 cycles in our planet, that require urgent consideration. We live on a planet from which we extract resources to make business and money, and we are not helping it to recover accordingly. The water cycle shows us clear signs of human destruction: the inland water systems are suffering from degradation, depletion, and full or partial pollution; and humans are responsible for this destruction. If water is our milieu, and we are water, then why aren´t we considering water in our corporate strategic decision-making?
  • Water is crucial. Our rationale with this saga was so simple: we wanted to make you think with a 360 degrees approach about our responsibility when it comes to caring for and preventing damage to our planet’s resources. We decided to use water to shake your thoughts, but we could have chosen all the mineral raw materials that are coming out of the mines and are used to manufacture chips, electronic devices, etc.   We could have chosen oil and gas (petroleum). We could have selected the electricity sector or anything that is affecting the air quality and our oxygen. Up to this day, the private sector has been vacuuming the resources of the planet with the purpose of generating profits. Fair enough that is suitable for anyone who owns those resources. But the problem is that these resources are not being renewed by those who are extracting them. And something has to be done because we all will suffer from that heartless way of doing corporate strategy.
  • Our philosophy for this saga has also been respected. We wanted to show all strategy professors from recognized faculty teams in business and economic departments from many universities that we have arrived at a point in which it is convenient (even if you don´t like it), to change the conceptualization and formulation of our corporate strategy courses. Our teachers’ role is to help the pupils in business administration to:
    • Protect the peaceably and harmonious coexistence between humans, and between humans and the rest of the species of the environment.
    • Promote humanity and solidarity, instead of wars of competition (cannibalization of prices)
    • Love others as ourselves with our products and services
    • Prevent any type of harm with our economic endeavors in the present and in the future for the next generations.
  • The Millennium Ecosystem Assessment was a legacy from Kofi Annan (United Nations) which has been retaken by the following UN leaders. Nevertheless, water has never been seen as a core issue at the corporate strategy level. Maybe the only ones who care a bit about water are the United Nations, the brewers, and the beverage industry sector, and that can´t continue as such. A research agenda about water and the oceans is bold and transparent, and it will require multiple sources of financing for the next years to come.  The private sector must support the financials for these investigations, and it can come from inside-out, or by discretionary means to universities and research centers.
  • Freshwater ecosystems and the oceans are connected to the land use on planet earth. Everything that we do in business, affects the quality and quantity of them; and that is why the “water habitat redeemers” are initiatives required in the corporate strategy decision-making at every type of business organization. Don´t be blind, if business schools don´t start to include water and other planet resources in their teachings and educational models,  the next generations will pay a huge price later in the future.
  • Thank you!

Our next Autumn-Winter Saga 2022: “Loving to read as a strategist”. As of September 9th.

Strategic Music Section:

Why did we choose Himari Yoshimura?

Himari Yoshimura. Photo source: https://himari-info.com/en/about/  Illustrative and non-commercial image. 

Himari Yoshimura is the last virtuoso that we have visited during this long journey of summer. Read her biography here: https://himari-info.com/en/about/ .
Himari is one example of the kids that revive the essence of the meaning of my job. She, and her little hands, playing at the same level as any of the virtuosos that we have shared with you, is just a reminder of how God loves us. God sends prodigious souls that come to life as astonishing gifts. These adorable infants are placed in any country. Himari was to be found in Japan.  And thanks to God, her parents discovered her talent at the same age as Heifetz (3).  Given Himari´s age, her 11 years of her presence; and the life of so many other talented children in this world who are waiting to unfold their precious geniuses and abilities in art and other disciplines, are the reasons why we dedicate all our endeavors to publishing. Many of you already know that Eleonora Escalante Strategy is not charging a cent for our publications, and we have not monetized yet our literary masterpieces. Someday it will happen, and we are sure of it, but in the meantime, watching kids like Himari is the cause why we will continue doing what it takes to accomplish our mission on this planet: To make this world a better place for the next generations to come. Congratulations to Himari, wishing her just the best of the best.

With Himari, we have concluded our last Strategic Music Section of the saga. We also have completed the last episode of “What´s up with water: Pouring water in your corporate strategy: Summary and Conclusions”.  

During the next two weeks, we will be on vacation. Our Autumn-Winter 2022 (AW-2022) saga of the year will begin on September 9th. We have baptized it as: “Loving to read as a strategist”. As usual, expect new things and original wonderful content about what it takes to read, but from a completely new perspective. The best is yet to come.

Sources of Reference utilized to prepare the slides and the material above:

Read the last 29 episodes for further information.

Disclaimer: Illustrations in Watercolor are painted by Eleonora Escalante. Other types of illustrations or videos (which are not mine) are used for educational purposes ONLY. Nevertheless, most of the pictures, images, or videos shown on this blog are not mine. I do not own any of the lovely photos or images posted unless otherwise stated. 

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