Growth is one of the most overused words in business. Every organisation claims to pursue it, but few pause to ask: what kind of growth are we actually building? Is it linear, forced, short-term —or is it sustainable, adaptive, alive?
At Konectica, we work with a model we call Catalaxia. The name comes from the idea of emergence: complex systems that grow not through top-down control, but through the interplay of many agents creating something larger than themselves. Unlike rigid strategic plans, Catalaxia is a living model. It doesn’t dictate every step; it provides conditions for growth to emerge.
We saw this vividly with a Latin American agri-tech company. Their initial request was familiar: “design a five-year strategic plan.” But when we examined their environment —volatile weather patterns, regulatory shifts, new technologies— we knew that a static plan would be obsolete in months. Instead, we proposed a Catalaxia approach.
The company worked with us to design nodes: strategic domains like innovation, partnerships, market intelligence, and culture. Each node had autonomy to experiment, but was connected to the others through shared principles and rituals of alignment. Growth didn’t come from executing a linear plan; it came from the interactions between nodes, which generated new opportunities the board alone could never have predicted.
Within a year, this structure allowed the company to seize a partnership with a European distributor —an opportunity that hadn’t even existed when we started. The living model had created the conditions for growth to emerge, not just be planned.
This is what Catalaxia represents: moving from strategy as architecture to strategy as ecosystem. Leaders stop asking “what’s the perfect plan?” and start asking “what connections and principles will let growth happen organically?”
👉 The real challenge is not writing the future on paper, but designing systems that are alive enough to evolve with it.