Permanent Beta in strategy

A few weeks ago, we heard psychologist Kilian Wawoe talk about what he calls “restaurant feedback”. How often do we ask “How was it?” and get a polite “Good,” instead of asking “What could be better next time?”. That small shift — from polite feedback to real reflection — stuck with us. It’s a mindset that applies far beyond dinner tables. It’s what we need for a permanent beta strategy, too.

In a world that changes faster than anyone can predict, strategy is no longer about writing five-year plans but about being in a state of Permanent Beta. In Boardroom Creativity, we describe this type of strategy as a design process: a rhythm of exploring, evaluating and adjusting. That’s why the restaurant example stayed with us: in a Permanent Beta world, giving feedback isn’t optional, it’s the fuel that keeps you moving. Real reflection can be difficult. Once a strategy has been approved, most teams shift into execution mode. Asking too many questions can feel like complicating things. That’s why evaluation needs to be organized: creating time and space to step back and ask whether you’re still on the right course.

We recently worked with a leadership team that faced exactly this challenge. Their carefully defined strategy - just 18 months old - was already losing traction in a fast-shifting market. Instead of persevering, they paused to ask the right question: “What could be better next time?”. They mapped what they’d learned, identified what still felt true, and redesigned their next iteration together. What happened next was remarkable: alignment, energy and renewed confidence. Not because they suddenly had all the answers, but because they had re-embraced Permanent Beta; the idea that great strategy is always in progress.

Future-ready boards don’t see strategy as a moment in the calendar but as a continuous journey. They act, reflect and evolve as they learn.

How do you keep your strategy in Permanent Beta?
What does it take for your team to always be learning and evolving?