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The book 'Antifragile' has significantly influenced corporate strategies by introducing the concept of antifragility, which is beyond resilience or robustness. The antifragile system improves with shocks, volatility, and uncertainty, which are usually things organizations try to avoid. This has led many corporations to rethink their approach to risk and uncertainty, and instead of trying to predict and avoid shocks, they focus on building systems that can adapt and improve when shocks occur. This has influenced strategies in areas such as risk management, innovation, and organizational structure.
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We assume that more data will help us predict events—but large events, particularly major political upheavals, cannot be predicted. Prediction and forecasting are modern phenomena, and they are not neutral. In fact, forecasting can be downright injurious, as bad as bleeding people who are ill. We can predict the movement of the planets, but we cannot accurately predict revolutions, crises, or the size of budget deficits.
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Have you seen great ideas or apparently-solid organizations fail because of some random event or unexpected shock? Does your organization spend signif...
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