Strategic Thinking Method

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A Strategic Thinking Method is a thinking method intended to support strategic management (such as strategic foresight).

References

2023

  • (Wikipedia, 2023) ⇒ https://en.wikipedia.org/wiki/Strategic_thinking. Retrieved: 2023-7-30.
    • Strategic thinking is a mental or thinking process applied by an individual in the context of achieving a goal or set of goals. As a cognitive activity, it produces thought.

      When applied in an organizational strategic management process, strategic thinking involves the generation and application of unique business insights and opportunities intended to create competitive advantage for a firm or organization.[1][2][3] It can be done individually, as well as collaboratively among key people who can positively alter an organization's future. Group strategic thinking may create more value by enabling a proactive and creative dialogue, where individuals gain other people's perspectives on critical and complex issues. This is regarded as a benefit in highly competitive and fast-changing business landscapes. ...

    • ...
Strategic Thinking Strategic Planning
Vision of the Future Only the shape of the future can be predicted. A future that is predictable and specifiable in detail.
Strategic Formulation and Implementation Formulation and implementation are interactive rather than sequential and discrete. The roles of formulation and implementation can be neatly divided.
Managerial Role in Strategy Making Lower-level managers have a voice in strategy-making, as well as greater latitude to respond opportunistically to developing conditions. Senior executives obtain the needed information from lower-level managers, and then use it to create a plan which is, in turn, disseminated to managers for implementation.
Control Relies on self-reference – a sense of strategic intent and purpose embedded in the minds of managers throughout the organisation that guides their choices on a daily basis in a process that is often difficult to measure and monitor from above. Asserts control through measurement systems, assuming that organisations can measure and monitor important variables both accurately and quickly.
Managerial Role in Implementation All managers understand the larger system, the connection between their roles and the functioning of that system, as well as the interdependence between the various roles that comprise the system. Lower-level managers need only know his or her own role well and can be expected to defend only his or her own turf.
Strategy Making Sees strategy and change as inescapably linked and assumes that finding new strategic options and implementing them successfully is harder and more important than evaluating them. The challenge of setting strategic direction is primarily analytic.
Process and Outcome Sees the planning process itself as a critical value-adding element. Focus is on the creation of the plan as the ultimate objective.
  1. ↑ Cite error: Invalid <ref> tag; no text was provided for refs named ST-B-00
  2. ↑ "What is Strategic Thinking? by Rich Horwath". http://www.sculpturaconsulting.com/Articles_Samples/What_is_Strategic_Thinking.pdf. Retrieved 10 August 2012. 
  3. ↑ Cite error: Invalid <ref> tag; no text was provided for refs named ST-B-02

2020

  • https://online.hbs.edu/blog/post/how-to-develop-strategic-thinking-skills
    • QUOTE: Strategic thinking skills are any skills that enable you to use critical thinking to solve complex problems and plan for the future. These skills are essential to accomplish business objectives, overcome obstacles, and address challenges — particularly if they’re projected to take weeks, months, or even years to achieve.
    • Strategic thinking skills include:
      • Analytical skills: To ideate a strategy that helps your organization reach its objectives, you must be capable of analyzing a variety of inputs—from financial statements and KPIs, to market conditions, emerging business trends, and internal resource allocation. This initial analysis is crucial to creating a strategy that aligns with the current reality facing your organization.
      • Communication skills: Putting a strategy into place for your company, regardless of its size, requires solid communication skills. The ability to communicate complex ideas, collaborate with internal and external stakeholders, build consensus, and ensure everyone is aligned and working toward shared goals are all central to strategic thinking.
      • Problem-solving skills: Strategic planning is often used to solve problems or address challenges, such as missed financial targets, inefficient workflows, or an emerging competitor. Implementing a strategy that addresses the central challenge you face requires you to first understand the problem and its potential solutions. From there, you can craft a strategy that solves it.
      • Planning and management skills: Strategy isn’t just about thinking of a solution—it involves implementation, too. Once data has been analyzed, the problem is understood, and a solution has been identified, you need strong planning and management skills to bring everything together.

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