The changes happening in performance management are the visible signs of a big underlying change in relationships in organisations. Things have become much more fluid. In the new model managers support and help build a shared context in which their teams can make things happen but they expect their teams to show high levels of autonomy and co-creation. This is what empowerment has become. ‘Strategy’ then becomes this shared context – a common understanding that helps people choose what to do, how to do it and understand why they’re doing it. You could almost call it ‘liquid strategy’ (and someone will), a sort of primal broth in which living things can organise themselves and grow.