Modern reality is characterised by rapid technological developments, dynamic environments, and an ever-increasing complexity in societal demands. The world around us is changing at an unprecedented pace. Technological advancements, the prevailing uncertainty in the international arena, and the growing complexity of social and economic requirements are redefining the terms of survival and growth for organisations and enterprises. Traditionally, management has relied on stable plans and strict control mechanisms – a model that often proves inadequate today, especially in the face of unpredictable situations such as pandemics, geopolitical shifts, or environmental crises.

In response to this fluid reality, a new approach to organisational and business management and leadership is emerging: so-called “biological thinking.” Rather than relying on linear logic, it draws inspiration from the way living systems in nature and organisms manage complexity, change, and challenges. Properties such as adaptability, diversity, resilience, modularity, and interconnectivity are central to any living ecosystem and can be similarly transferred into organisational operations. For example, having diverse options, processes, and pathways within an organisation – whether in structures, procedures, or human collaborations – can act as a shock-absorbing mechanism, reducing dependence on any single point. Modularity allows issues to be isolated without the collapse of the entire system. Evolution, as understood in nature, is nothing more than continuous trial, experimentation, and acceptance of failure as part of adaptation and natural selection. Such principles – long familiar in biology – become meaningful in management, particularly when practices such as experimentation, deliberately inducing change, or adaptive learning are adopted. Instead of searching for the “perfect strategy,” it may be more effective to build systems that learn from mistakes, test new ideas, and evolve through interaction with their environment. In unstable and complex contexts, such flexible and open approaches seem to offer firmer ground.

Management and leadership in environments of high complexity and uncertainty can no longer rely solely on static models and planning tools. The conditions organisations face today demand new perspectives and practices. A key source of inspiration is nature itself: biological systems offer fertile ideas on how to organise and guide enterprises, harnessing their ability to adapt, evolve, and survive through changes and pressures.

A fundamental example is experimentation. In biology, phenomena are examined through observation, experimentation, and controlled variations. Similarly, businesses can experiment on a limited scale – through pilot projects or prototype products – to test the consequences of their choices without risking overall operations. The method of “trial and error,” also known as tinkering, is characteristic of the natural problem-solving process. Continuous adaptation through small interventions allows gradual understanding of complex systems – something equally valid in business, especially where predictability is limited.

Another biologically rooted concept is mutagenesis, the deliberate introduction of changes (mutations) that may lead to new properties. Applied to strategy, this logic entails consciously inducing changes in the business model, even when risks are involved, to potentially give rise to stronger or more innovative versions of the organisation. Moreover, evolution through natural selection highlights the importance of diversity. Just as traits that best fit the environment prevail in nature, so businesses must test various approaches and retain those that prove most effective, discarding those that do not. The principle of modularity – organising into distinct yet cooperating units, segments, or subunits – enables systems to absorb shocks and adapt without collapsing. Similarly, when a business has structures that allow autonomous functioning of its parts, it can respond more flexibly to changes or problems without endangering the whole.

Finally, interconnectivity, observed in natural ecosystems, is also critical in business. Creating networks with other entities, partners, or even competitors strengthens collective resilience and adaptive capacity through knowledge, experience, and support exchange.

Incorporating biological principles into organisational and business operations substantially enhances their resilience against crises and sudden disruptions. The existence of alternative processes, multiple partners, and diversified products reduces dependence on single solutions, making organisations more flexible and less exposed to risks. This approach extends beyond mere survival, fostering continuous evolution and dynamic adaptation. “Biological thinking,” as both philosophy and practice, cultivates a culture of constant learning, reassessment, and improvement, creating conditions for ongoing renewal. This helps organisations avoid stagnation, maintaining vitality and competitiveness.

Innovation is also significantly enhanced. Through strategic experimentation and controlled disruption – inspired by biological mutagenesis – new ideas and approaches are tested, enabling the emergence of more functional and efficient solutions. This opens pathways for expanding innovation and exploring new fields. Finally, there is strong emphasis on sustainability, both environmental and social. Concepts such as the circular economy, inspired by nature’s material cycles, indicate a more responsible and long-term resource management approach – offering organisations a more stable, ethical, and responsible operational framework.

Transferring complex biological principles to the business field is no simple task. It entails significant difficulties and often requires deep knowledge of both biological and systems thinking, as well as managing vast volumes of information. Another risk is overemphasising flexibility: when a business strives to constantly adapt, it may lose the stability needed to support its operations and strategy. Furthermore, human resistance to change should not be underestimated. In every organisation, there are individuals who struggle to accept new ideas or experiments, especially when these involve uncertainty and the fear of temporary failures. Additionally, implementing such innovative approaches is not easy to evaluate: clear performance indicators are not always available, and often results are only visible over the long term.

Nevertheless, “biological thinking” offers an extremely interesting framework for rethinking how businesses and organisations are structured. Values such as adaptability, resilience, structured flexibility, and continuous evolution can transform enterprises into living, dynamic systems capable of responding to rapid environmental changes. Perhaps its greatest advantage is enhancing learning, evolution, and renewal capacities through experimentation, collaborations, networks, and constant trials. At the same time, business models inspired by nature and ecosystems can strengthen social and environmental responsibility.

Of course, implementing “biological thinking” has its challenges. It requires cultural change, acceptance of uncertainty, willingness to take risks, and support for experimental approaches. Appropriate tools are also needed to accurately measure results and link them to clear business objectives. In the future, this biological approach may become even more intertwined with technology – such as artificial intelligence, data analytics, and circular economy models – creating truly self-organising and flexible business ecosystems. Education in biological and systems thinking, alongside the development of new performance indicators, will be crucial steps to successfully implement this innovative perspective, drawing on the wisdom nature has tested and refined over billions of years.