The world is changing faster than we can write strategies. Pandemics, geopolitical crises, and technological breakthroughs like generative AI have altered the conditions under which companies and organizations can survive and thrive. What worked yesterday is no longer enough today—and will be irrelevant tomorrow.
In this new reality, ecological fitness becomes a crucial capability. But what does it mean? Ecological fitness is the capability to adapt strategies, technologies, organizations, and leadership practices to meet current and future environmental demands and opportunities. It’s about responding quickly and effectively to sudden changes, managing new requirements, and seizing emerging opportunities.
In other words, it’s the ability to be flexible, resilient, and forward-looking—all at once.
When the World Changes
Take the pandemic as an example. When the world shut down in 2020, some companies stood still and became overwhelmed. But others quickly found new ways to work and create value.
The secret behind their success? They were ecologically fit. They had the ability to reconfigure their strategies, resources, and competencies as the world changed.
Reconfiguration is at the core of ecological fitness. It means being able to:
But reconfiguration isn't only about crises. It's a continuous process where organizations adapt to remain relevant. For example, holding on to old KPIs is not enough if they work against a new strategy. Reconfiguration requires the courage to let go of the outdated and invest in what’s necessary—even when it's uncomfortable.
Ecological Fitness as a Competitive Advantage
Imagine a company as a Lego set. If it's built from many small, flexible bricks, it can quickly change form and create something new. A castle can become a ship, a wall, or something entirely different. But if the company is made up of a few large, rigid bricks, it becomes slow and inflexible.
Ecological fitness is about designing organizations, products, and systems to adapt quickly. This requires modularity—meaning the individual parts can function independently, yet also connect in new ways. This enables rapid responses to change without having to start from scratch.
We already see examples of modularity in practice. Car manufacturer Chrysler went from being inefficient and crisis-stricken to creating innovative solutions by dividing production into modules. The result was shorter development time, lower costs, and higher quality. The same applies to companies building flexible digital systems that can scale and adapt without disrupting core business.
Leadership for the Future
Ecological fitness is not just an organizational capability—it’s a leadership discipline. It requires leaders who can foster a culture where transformation and execution are part of daily life. That means ensuring that small daily decisions align with the overall strategy. It also means communicating clearly: What are we trying to achieve? Why is change necessary? And how do we do it together?
Most importantly, it requires understanding that ecological fitness is not about reacting to crises—it’s about being proactive. It’s the ability to spot opportunities before others do.
From Insight to Action
This book’s third edition has added ecological fitness as a core capability because the world has shown us how important it is. It’s no longer enough to be good at technology or strategy. Organizations must manage change both in times of crisis and when opportunities arise.
That’s why reconfiguration is a cornerstone of ecological fitness. It’s the ability to shift direction, reallocate resources, and revise strategies—without losing focus. This means organizations can stand stronger not only in adversity but also when opportunity knocks.
So ask yourselves: Are you fit for change? Can you reconfigure when needed? Have you built your organization to be flexible and resilient enough to face the future? If not, it’s time to start.
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