Organizations need to focus on how blockchain can be used to support their unique strategies. Without this focus, they risk investing in initiatives that don't provide meaningful value.

This is an MIT Sloan Management Review article. Composing valuable strategies requires seeing the world in new and unique ways. It requires asking novel questions that prompt fresh insight. Even the most sophisticated, deep learning-enhanced computers or algorithms simply cannot generate such an outlook. Innovative strategies depend more on novel, well-reasoned theories than on well-crunched numbers.

How can organizations put dynamic capabilities into practice? This article focuses on the power of organizational design, showing how managers can harness new organizational forms to build a capacity for sensing, shaping and seizing opportunities. Fast-moving environments favor open organization and self-organizing processes that quickly convert individual capabilities into actionable collective intellect. However, such self-organizing processes require managers to design and execute them. Using Valve Corporation as a case example, this article shows how new design principles-such as polyarchy, social proofs, and new forms of open organization-allow organizations to build dynamic capabilities for sustained innovation in dynamic environments.