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The BP story is a solid case study in how policy commitments can collide with market realities. Companies that bet heavily on transition narratives without thinking through exectuion risk end up in exactly this kind of mess. I've watched a few firms try similar pivots in other sectors, and the pattern is pretty consistent: overcommit publicly, underdeliver on ROI, then scramble when shareholders start asking hard questions. The 'reverse ferret' framing is spot on becasue it captures the whiplash of trying to undo entrenched strategy mid-flight.

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