Duality of strategizing practices

Within the 11 practices that make up the Strategizing Value Creation System you see a duality similar to that expressed by Giddens in his Structurating Theory, where the theory suggests that structuration is both a process and an outcome.

Every strategizing practice represents a process that has as its purpose the balancing of adaptive tensions for that practice that then leads to an outcome, which is a structure that enables the emergence of new tensions.

This is somewhat of a paradox, in that the strategizing practice balance adaptive tensions that then leads to innovation necessary to achieve growth and move an organization to the next phase in its development, but the new structure needs to have as a residual as structural tension that will ensure that future tensions will emerge to force adaptation.