The End of Linear Thinking
How the adaptive world actually works
The End of Linear Thinking exposes why roadmaps, KPIs, and projects systematically fail in an adaptive world.
The book demonstrates that these tools are not merely outdated practices, but structural artifacts of a worldview that no longer matches reality. In non-linear, non-ergodic systems, prediction creates fragility, metrics destroy optionality, and projects optimize toward failure.
This is not a framework or a replacement methodology.
It is a rupture: a shift from control narratives to adaptive reality.
Coming Juny 2026
Available soon on:
Amazon
Apple Books
Google Play Books
Who is this book for:
- Executives, board members, and owners who sense that planning, KPIs, and governance models no longer protect value
- Strategy, transformation, and PMO leaders who experience repeated “rational failures” despite following best practices
- IT leaders, enterprise architects, and system thinkers who understand state spaces, delays, and feedback loops
- Researchers, doctoral students, and academically trained readers working with complexity, systems theory, or control theory
- Readers willing to give up the comfort of linear explanations to understand how organizations actually survive or collapse
Why modern management operates on a false ontology
Linear thinking was not a mistake – it was a solution for a stable, industrial world. But when this logic is applied to adaptive, complex systems, it becomes destructive.
The End of Linear Thinking explains why roadmaps lie, why KPIs decay, and why projects fail even when every decision is rational and data-driven. It shows how governance structures force organizations to produce certainty theater, suppress weak signals, and lock themselves into irreversible paths.
The book moves beyond tool critique. It exposes a deeper epistemological failure: the belief that visibility equals control, that prediction equals safety, and that optimization equals progress.
This book does not propose a new operating model.
It removes the illusion of one.
The reader is intentionally left in an operational vacuum, where uncertainty is no longer treated as error but as the true condition of reality. This creates the necessary bridge to the next volume, where adaptive observation becomes adaptive control.