Strategy always works with context. If we work with a strategic idea and business model, we have described the whole system. Today's strategy is to rethink and change the game's rules, not improve but develop.

"As for strategic thinking, we are now partly in the paradigm and logic of closed systems, partly in the logic of open systems. And the legs are moving apart. "The point of support, the creation of balance, was discussed by the participants of EMVA-37, who listened to the program's core course "Strategic Thinking." Dean of kmbs Oleksandr Savruk set the discussion vector at the beginning of the lectures: strategy is a kind of art. It does not have relevant approaches recognized by all players. Kmbs members mastered this art. And for this, they had to go through several intense intellectual provocations.

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To the seemingly obvious question of the lecturer: "Do your organizations have a strategy? In what documents is it recorded?" there seemed to be clear answers: development strategy, internal presentation, business plan, the protocol of the strategic session, instructions on the KPI, etc. And then the question arose: "Could it be that the company does not have a strategy set out in a single document?". And the difficult work began, in which it was necessary to determine why the strategy could not be calculated but can be determined by working with the context.

Toxic concept, which should not be fundamentally related to the idea of strategy — a plan, or rather: a plan as a replacement for strategy. Planning logic kills strategic logic: "The number kills the idea." Strategic planning is legitimate in the industrial age as a pure production term. In the current — post-industrial situation — this concept becomes an oxymoron. The plan provides quantitative indicators. Instead, it is impossible to determine the system's boundaries through analytics. To determine the edges of the system, we make assumptions. And no KPI will show us that.

Strategic horizons are changing. The very concept of "strategy" in business arises in a transition situation from the logic of closed systems (industrial production) to the sense of open systems. When "when the customer becomes smarter than the manufacturer." When competition disappears in the form in which it was still known. Cooperation and competition come together.

What a system is for is an idea. It is essential to help each subject find out his role in the system. There are rules of the game, we know the game's laws, and someone can change them. And here at the level where the game's laws are transformed, and strategic work takes place. The system changes through another model, though the basic rules point by point. The system does not change. And "when we say that there are no good performers, we say: there are no good managers. There are always good performers."

During the "control quiz," Oleksandr Savruk suggested three sports and asked to determine which of them is the type of strategy we are currently working on. Chess? Football? Boxing? EMVA-37 participants already know the correct answer.