── ── Strategy

Strategic Spiral Momentum

Strategic Spiral Momentum maps organizational strategy as a 10-phase cyclical spiral: 谋势 (plan) → 蓄势 (store) → 造势 (create) → 借势 (leverage) → 起势 (launch) → 乘势 (ride) → 定势 (stabilize) → 化势 (transform) → 应势 (respond) → 换势 (switch). Completing the cycle returns the organization one level higher — new capabilities, position, and resources to run the next cycle.

How it works

Step 1 — Diagnose current phase (name phase + 2 specific behavioral indicators; steps 1–3 diagnostic, 4–6 forward-planning):

· Phase · Label · Defining Activity · · ------- · ------- · ------------------- · · 1 · 谋势 → 筑基 · Setting long-term direction; building foundational capabilities · · 2 · 蓄势 → 开局 · Accumulating resources, talent, capital before acting at scale · · 3 · 造势 → 验证 · Creating initial market signals; validating the core hypothesis · · 4 · 借势 → 占位 · Using macro tailwinds, partners, platforms to occupy strategic position · · 5 · 起势 → 加速 · Initiating growth motion; approaching the inflection point · · 6 · 乘势 → [ride] · Riding the wave at full power; maximizing momentum · · 7 · 定势 → 固化 · Locking in competitive position; making advantage durable · · 8 · 化势 → 系统 · Converting momentum into systematic organizational capability · · 9 · 应势 → 再谋 · Reading next cycle's signals; planning next-level direction · · 10 · 换势 → 重启/放大 · Transitioning to the next cycle at a higher dimension ·

Step 2 — Exit criterion: testable, falsifiable statement (e.g., "≥3 paying customers, unit economics positive").

When to use it

• ** strategy is losing momentum despite right actions · team disagrees on current phase · deciding to push deeper vs. transition to new cycle · setting phase-appropriate OKRs/resources · mid-cycle board/investor assessment

Worked example

Toyota's Strategic Spiral (1950–1989)

Toyota's rise from near-bankruptcy to global automotive leadership is a documented 10-phase spiral executed over approximately 35 years.