No, everything is not strategy.

But more than we traditionally believe.

It is also easier than we think, but more complex than we want it to be.

And what makes them useful?

Furthermore, what is the difference between a model and a framework?

Is it simple to achieve in enterprise software development organizations, as I claim?

Is it an emergent property, as Marco says?

Or is it both?

If so, have we already started the transition to the next paradigm?

Or, is Ashby’s law reason enough for agility to be immortal?

That is what this episode of Complexity Cogitators is about.

Is there a definition that clearly explains what you need to know?

And in order to influence culture, what should you measure?

Can you measure culture?

That is what this inagural episode of Complexity Cogitators is about.

That is what we are trying to scrape the surface of in this conversation.

As this turned out to be a long conversation it is split in two parts.

In this part one we are mostly centered around the full range leadership model as a lens to view and understand leadership in organizations.

As we continue to scrape the surface of that question, in this part two of our conversation we start to touch on the complexity of leadership and talk about emergent leadership behaviours as well as non-directional leadership.

What separates a first order cybernetic system from a second order cybernetic system?

And how is this connected to how we formulate goals, both personal and the goals we set in organizations?