Rituals shape our lives in ways we often overlook. In the rush of day to day business, we often treat strategy as a tedious annual exercise - a box to be ticked, a document to be filed away. But what if we approached it differently? What if we treated strategy not as a chore, but as a ritual?

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In a recent strategy session with a high-growth technology company, we watched their leadership team struggle with five potential strategic moves. They'd been debating these options for months, going around in circles. But after spending a day establishing their shared beliefs about how their market would evolve, the path forward became surprisingly clear.

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Many organisations rely upon group-based decision making for their most important strategic choices. Yet too often, these processes become exercises in consensus building rather than clarity seeking. The result: decisions that reflect the lowest common denominator rather than the highest strategic wisdom.

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