© Barry L. Linetsky, 2025. All Rights Reserved It was 40 years ago (1985) that I graduated from York University in Toronto with a MA degree in philosophy, having completed a combined honours BA degree in 1983 with a major in sociology and minor in philosophy. The title of my Master’s thesis was “A Biocentric […]
Customers seek their own solutions by choosing to acquire services within their own contexts-of-use. You can avoid organizational pathology by structuring your business around value propositions that are meaningful and inspiring to your target market to win customer loyalty.
Walt Disney rethought conventional theme park rules based on his own values and belief that people are good, fair, and honest, and like him, seek life-affirming experiences and will generously reward those who can fulfill their emotional desires.
Here are a set of principles to help guide the thinking and practice of Requisite Agility. Requisite Agility is an emerging practice of how to develop work system capabilities of an organization within its ecosystem to acquire the ability to adapts its value propositions and respond in real-time to changes in (multi-sided) demand as they emerge dynamically within each customer’s contextualized situational need in a way that is profitably sustainable by the organization.
The recognized experts often criticized Walt for his attention to what they considered to be unnecessary and wasteful details, but time and again, customers proved Walt right and his critics wrong. That there is a general lack of interest in making available “what isn’t necessary” was a key discovery for Walt.
Walt Disney was an exceptional business leaders and integrative thinker. He could have been the poster child for Peter Drucker’s Marketing Concept. He saw everything he did to create value through the lens of making other people happy. For Walt, making people happy was the only honest path to profits.
Walt Disney understood that to succeed in business all he had to do was to make customers happy. This became the mission of his life, guided his business choices, and was the worst kept “secret” of his serial success.
The claim to “my truth” is actually a claim to no truth, where the best anybody can do is to have and express their own opinion as most suitable in the pursuit of mental health and psychological well-being. The problem is that if there is no means to discover reality, then there can be no claims to truth, even “my truth.” The logic here should be obvious to anybody except these who try to enhance their psychological well-being without any grounding in reality and the requirements of human beings.
Business management techniques that grew up under a manufacturing and industrial paradigm in the early to mid 20th Century, and form the backbone of how business continues to be done today, may no longer be appropriate under the current socio-technological revolution. We need to find new ideas and models to help us deal with more complex multi-party strategies.
Peter Drucker sets the table for the seriousness that adheres to managerial responsibilities by identifying three “jobs” that are inherent in every management role, and thus are incumbent upon every manager to recognize and seriously embrace. This article takes a look at those three responsibilities.
Requisite agility is the ability of an organization to develop appropriately dynamic capabilities and adapt its behaviours to create and deliver a successful value proposition within each customer’s contextualized situational need.
In summary, Requisite Agility is emerging as a new and modern scientific and human-centric approach to making-sense of difficult challenges in complex human environments. It is an advanced conceptual system approach and set of practices to address and solve highly complex problems of value-creation and resource allocation that can bring about radical positive change, where demand tempos exceed enterprise integration tempos.