Welcome to a quick dive into the fascinating concept of being Tethered versus Untethered. This idea, building on the work of Global Strategist Sophie Krantz, explores the ways we, and our organisations, can become tied to the status quo.
Being Tethered means being held back by old systems, assumptions, and worldviews that might no longer serve us. Think rigid schedules, identity defined by title, strategy focused only on what's nearby, information being hoarded, or technology used just for efficiency. It's like being tied to an anchor.
On the other hand, being Untethered is about lifting that anchor. It's not about changing constantly, but about recognising when the world has already shifted and strategically adapting. This involves operating across borders, focusing on impact and purpose, directing energy towards global challenges, using technology for scale and connection, and viewing things like age or competition through a different lens.
The core message is this: Sometimes staying tethered is the safest and wisest approach, especially when the world is stable. But when conditions shift, the cost of staying tethered without question can quietly build up. Knowing what to update and when is the strategic move – knowing when it's time to lift anchor and set a more relevant course.
This lens can be applied across many areas, from work and identity to technology and leadership, helping us see where we might be unconsciously holding ourselves back and missing opportunities in a changing world.
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