The staffbar
Business strategy is often treated as a plan — shiny decks, bold ambitions, and annual objectives that that are built on hopes and aspirations, rather than evidence and adaptation.
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In a world of constant disruption, static plans are fragile. Assumptions go untested, goals drift, and energy fragments.
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Hypothegy™ offers an alternative: a new discipline that treats strategy as a living science. Instead of betting everything on untested plans, leaders frame strategy as a set of hypotheses, design experiments, learn from evidence, and adapt. This shift delivers both resilience and speed — the ability to advance toward big goals while navigating uncertainty with confidence.
The 5 Pillars
For centuries, scientists have advanced by treating assumptions as hypotheses, testing them through experiment, and building on evidence. This discipline has produced vaccines, digital networks, and space exploration.
Now, leaders can use the same discipline. This is the essence of Hypothegy™: strategy as a living experiment.
Experimental Design
Data as Bedrock
Behaviour
Altitude & Systems Thinking
Clarity & Communication
The 3 Fundamental Shifts
Plans To Hypotheses
Traditional strategy assumes the future is predictable. Hypothegy™ assumes the future is uncertain.
In Hypothegy™, instead of declaring forecasts as facts, leaders frame them as hypotheses to be tested.
Activities to Experiments
Traditional strategy often measures success by activity: projects launched, resources allocated, milestones completed.
Hypothegy™ measures success by experiments: structured tests that generate evidence about what works and what doesn’t.
Ego To Evidence
Traditional strategy rewards certainty and punishes being wrong.
Hypothegy™ rewards learning. Leaders are not judged by defending their predictions, but by how fast they adapt to evidence.
The role of facilitation
Facilitation adds value to Hypothegy™ because it ensures strategy is explored like science — openly, rigorously, and without bias.
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Consider adding an independent facilitator to bring objectivity and clarity, helping your team surface evidence, and guide them through experimentation without the weight of hierarchy.
In this way, facilitation safeguards the integrity of Hypothegy™, turning strategy sessions into true laboratories of learning.
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Example Strategy Approaches
Introducing Hypothegy into your organisation can be achieved through:
A Hypothegy Lab
Develop a one or two day immersive workshop where leadership teams build, test and refine core strategic hypotheses, leaving with clarity, alignment, and a practical 90-day action plan.
The Hypothegy Clinic
Build one-to-one or small-cohort coaching that diagnoses leadership blind spots and applies Hypothegy to strengthen decision-making agility, adaptability, and confidence under complex, uncertain conditions.
The Hypothegy Program
Create an enterprise-level approach that embeds Hypothegy across strategy cycles and teams, building systemic agility, measurable transformation, and evidence-driven execution throughout the organisation.
Want some advice?
Every organisation’s challenges are unique — and so are its opportunities.
In this 30-minute conversation, we’ll:
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Explore your current strategic challenges
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Introduce how Hypothegy could strengthen decision-making and agility
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Identify practical next steps tailored to your leadership team
No selling. Just fresh thinking, clarity, and space to explore what’s possible.
About Hypothegy
As scientists, we often face uncertainty in the lab. However, scientists do not draft a perfect plan that is rigidly followed. We would frame a hypothesis, design experiments, and let evidence guide the next move. Scientists know that failure is not the end — it is a finding, and the beginning of the next step forward. They treat discovery, not prediction, as progress.
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Having also sat in many leadership and board meetings, I believe that the same mindset can transform organizations. By reframing strategy as a set of hypotheses to be tested, leaders can embrace uncertainty without being paralysed by it. Leaders can bring cross-functional teams together, not to defend opinions, but to run disciplined experiments. They can treat customers, employees and other stakeholders as participants in a living process of discovery.
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This is what I call Hypothegy: the science of strategy.
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