Abstract
Executives increasingly face challenges that cannot be solved at the level of a single firm. Climate disruption, resource constraints, and social instability are not competitive problems. They are system-level conditions that shape the viability of entire sectors.
Yet corporate strategy remains largely organized around a model built for a different world, one defined by growth, competition, and firm-level optimization. That model assumed stable ecological conditions and treated environmental and social impacts as externalities to be managed at the margins. Today, those assumptions no longer hold.