
Last week, I talked with a client who expressed a common frustration: she’s so busy putting out daily fires that she has no time to focus on long-term goals or more strategic work. It’s an example of a paradox that occurs in every organization. Managing the day-to-day and planning for the future are both critical. Other universal paradoxes? Tending to the tried and true while pursuing creativity and innovation. Managing localized needs while creating global standardization. Upholding sustainability commitments while delivering shareholder value. Leaders struggle daily with contradictory pressures. You may view these strategic paradoxes—or polarities—as “either/or” problems. But what Read more.