The Unicist Strategy introduced a paradigm shift in the strategic approach to economic, social, institutional, and individual evolution based on the emulation of the intelligence of nature and the development of synchronic maximal strategies to grow and minimum strategies to ensure survival.
Strategy has been until now, an adaption of the concepts of military strategy. The discovery of the triadic intelligence of nature allowed understanding the genetic intelligence driven strategies used by living beings to grow and to survive.
This led to the development of a triadic approach to strategies, developing maximal strategies to grow and minimum strategies to ensure survival, emulating the intelligence of nature.
This approach included the development of binary actions based on maximal strategy actions and synchronic minimum strategy actions that ensure the achievement of results in adaptive environments.
Unicist Strategy: An Emulation of Nature
The discovery of the ontogenetic intelligence of nature opened the possibility of understanding and influencing nature and complex adaptive systems.
The emulation of nature was the basis for the development of the Unicist Strategy and its applications to all the fields of human activities that require a strategic approach.
Thus, the maximal strategies to expand the boundaries and the minimum strategies to survive were established.
The double dialectical logic allowed transforming supplementation and complementation laws into strategic functions that drive the maximal and minimum strategies making evolution reasonable, understandable, and predictable.
Therefore, the simplicity of the unicist strategy is based on the emulation of the intelligence that underlies nature.
The Past and the Future are not Symmetric
Unicist strategies are only necessary to deal with adaptive environments which, by definition, evolve.
As adaptive environments always deal with actions that have to happen in the future, the forecasting of the future scenarios is the first step for developing unicist strategies.
But the past and the future are not symmetric. The past and the future are only symmetric in stagnated environments.
Without having a valid future scenario, the concept of Sun Tzu is not applicable.
“If you know the enemy and know yourself,
you need not fear the result of hundred battles.
If you know yourself but not the enemy,
for every victory gained you will also suffer a defeat.
If you know neither the enemy nor yourself,
you will succumb in every battle.”
Specific Strategy Building
Specific strategies are based on the input provided by the wide context scenarios and the restricted context scenarios.
These scenarios must provide the information of the gravitational forces that influence the specific activity, the possibilities for developing them, the catalysts that may exist and the inhibitors that need to be avoided or accepted as limits for the strategy building.
An organization or individual is equilibrated when maximal strategies are being developed while minimum strategies are built to ensure the survival.
Maximal strategies are designed to expand the boundaries of an individual or organization, while minimum strategies happen within the boundaries of an organization.
That is why maximal strategies require dealing with uncertainty and risks and only a conscious knowledge of the unified field that integrates the wide context, the restricted context, the specific strategy, and the architecture of the solution allows managing it.
To deal with maximal strategies it is necessary to have a high level of consciousness that allows dealing with backward-chaining thinking that allows envisioning the solution.
Backward-chaining thinking implies approaching a strategy with a hypothetical solution and beginning a falsification and validation process that allows building a final solution.
Minimum strategies are those that happen within the known boundaries of an individual’s or organization’s activity, working in a context of certainty.
Therefore, in these types of strategies, only a medium level of consciousness is required. Minimum strategies are based on forward-chaining thinking that allows working step by step based on the known methods of a known field.
Segmentation of Strategies
The four structural operational segments of strategies will be defined considering them static. Each one of them develops a different type of strategy:
- Surviving Strategies
- Defensive Strategies
- Dominant Strategies
- Influential Strategies
These segments can be described in unicist standard language as follows:
1) Surviving Strategies
These are the strategies that are used to survive within the boundaries of an activity. They are based on a win-win approach that has to be managed as a zero-sum strategy to avoid appropriating value from the environment.
These strategies are natural for marginal activities and are developed by people who work at the “border” of their environment. The price they pay is that surviving activities have no critical mass that sustains them.
Therefore, they need to be continuously active to ensure survival. They need to work 24/7.
2) Defensive Strategies
They include the preceding level. They aim to defend the boundaries of their activity against true threats.
These strategies are based on establishing the necessary operational and control systems to defend the “borders” of their activity. People that use these strategies are power driven because they need to exert power to defend their activity.
They are focused on paying the necessary prices to sustain their activity. The prices they pay sustain their survival and at the same time hinder their expansion.
They work necessarily with strict zero-sum low cost, self-sufficient activities because they cannot trust others to defend their activity.
3) Dominant Strategies
They include the preceding level. Dominant strategies are based on the influence the individual or the organization has in an environment.
People that use these strategies are focused on developing the necessary value propositions that can be sustained with their influence. They tend to impose functional monopolies that allow them to establish the standard for their activities in the environment.
They need to invest a high level of energy in developing their influence through image building and the exclusion of the individual or organizational competitors that do not accept their standards.
They work with value adding strategies to legitimate their dominance.
4) Influential Strategies
They include the preceding level. They are based on exerting influence by improving the value proposition of their competitors.
People that use these strategies are based on having the necessary speed to be “faster” than the competitors, which allows them to win in their environment.
Their value propositions are innovative, and they are successful when they have the necessary critical mass to influence the environment.
They are innovation driven to exert the influence of a higher value proposal.
They naturally build alliances to obtain the necessary influence for their value propositions.
The Unicist Research Institute