The Thinking-Doing Sequence, a core component of the Organizational ReWilding framework, highlights a key distinction in the type of work an owner or leader undertakes within their organization. At its essence, this difference is encapsulated by the concept of working on versus working in the business. As depicted in the Thinking-Doing Sequence graphic below, working on the business aligns with the left side of the continuum—emphasizing critical thinking and strategy, where leaders focus on big-picture elements.