We shape the conceptual maps of our organisation and work by our own perception of reality which can have very little in common with what is really happening.
We accept routines without questioning, even when we fail.
Instead of figuring out the real causes of failures and learning form them, we exhaust ourselves in efforts to keep our organisation at the edge of failure, even calling it success.
Profits are not necessarily signs of success of the core business, nor of its sustainability.
This is the right time to rethink our mapping system.
Because if we don’t, we may stay lost in the world we don't understand.
