Steffen Simoni Hansen

Strategies rarely die with a bang. More often, they fade quietly into the background amid the hustle and bustle of everyday organisational life. When operations are demanding and follow-ups are piling up, strategy can easily lose its relevance. Yet strategy does not have to live only from one strategy seminar to the next. On the contrary, with a few simple practices, you can keep the direction alive, adjust along the way, and ensure that the strategy continues to guide everyday decisions.

Many organisations face a central dilemma when setting their strategic direction: how to safeguard established, profitable areas while fostering renewal and creating new business opportunities. It’s a delicate balancing act—and one I often encounter in strategic work with clients.

In Mannaz, we believe in building resilience based on openness, flexibility, and adaptability rather than armoring up. In this article we will explore some of our experiences with building that kind of resilience into organisations.