10 Strategic Thinking Insights from Rich Horwath, CEO of Strategic Thinking Institute
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10 Strategic Thinking Insights from Rich Horwath, CEO of Strategic Thinking Institute

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Rich Horwath is a New York Times, Wall Street Journal and USA Today bestselling author on strategy. As the CEO of the Strategic Thinking Institute, Rich leads executive teams through the strategy process and has helped more than 50,000 managers around the world develop their strategic thinking skills. A former Chief Strategy Officer and professor of strategy, he brings both real-world experience and practical expertise to help groups build their strategy skills. Rich and his work have appeared on ABC, CBS, CNBC, CNN, NBC and FOX TV. His book, Deep Dive: The Proven Method for Building Strategy has been described by the Director of Worldwide Operations for McDonalds as “…the most valuable book ever written on strategic thinking.” His book,Strategy for You: Building a Bridge to the Life You Want, has been the #1 bestselling book on Amazon.com.

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10 Strategic Thinking Insights from Rich Horwath, CEO of Strategic Thinking Institute 10 Strategic Thinking Insights from Rich Horwath, CEO of Strategic Thinking Institute Presentation Transcript

  • Powered by insights from Rich Horwath
  • This presentation consists of highlights from the interview with Moe Abdou, founder & host of 33voices®.
  • Rich Horwath Rich Horwath is a New York Times, Wall Street Journal and USA Today bestselling author on strategy. As the CEO of the Strategic Thinking Institute, Rich leads executive teams through the strategy process and has helped more than 50,000 managers around the world develop their strategic thinking skills. A former Chief Strategy Officer and professor of strategy, he brings both real-world experience and practi- cal expertise to help groups build their strategy skills. Rich and his work have appeared on ABC, CBS, CNBC, CNN, NBC and FOX TV. His book, Deep Dive: The Proven Method for Building Strategy has been described by the Director of Worldwide Operations for McDonalds as “…the most valuable book ever written on strategic thinking.” @RichHorwath View slide
  • 1 Good strategy demands that you add value; it answers the ‘how’ question by crystallizing how you’ll allocate your resources to differentiate your company. View slide
  • 2 As you contemplate new ways to create value, keep in mind that new growth comes from new thinking - not old habits.
  • 3 Strategic thinking begins by addressing the 3 A’s:
  • 3 Strategic thinking begins by addressing the 3 A’s: Acumen - new insights
  • 3 Strategic thinking begins by addressing the 3 A’s: Allocation - the effective allocation of resources
  • 3 Strategic thinking begins by addressing the 3 A’s: Action - aligning your team’s actions to your most important strategies
  • 4 It’s wise to remember that good ideas rarely come from the grind. Opt instead to schedule ‘think time’ to reflect on new ways to move forward, both individually and with your team.
  • 5 Platforms are differentiators; design them around your core competencies and capabilities as a way for others to connect with and enhance their own value propositions.
  • 6 Strategic thinking is elevated by living the 3 C’s:
  • 6 Strategic thinking is elevated by living the 3 C’s: Coalesce -fusing together insights from members of your organization to enhance your value differentiation
  • 6 Strategic thinking is elevated by living the 3 C’s: Compete -leverage your insights into a system of strategy to achieve a noticeable market differentiation
  • 6 Strategic thinking is elevated by living the 3 C’s: Champion -inspire your team to think and act strategically to execute strategy
  • 7 Innovation itself isn’t a strategy, but innovating around how you create, deliver and capture value is an essential component to strategic thinking.
  • 7 Innovation itself isn’t a strategy, but innovating around how you create, deliver and capture value is an essential component to strategic thinking.
  • 8 It’s a good idea to approach strategic thinking from a 3-5 time horizon. still, its essential to schedule a strategy tune-up each quarter to track progress and adjust.
  • 9 Strategic thinkers implement a Fire Prevention exercise at least twice a year to identify and put out recurring fires. make it a habit.
  • 10 Your most important revenue growth driver is likely the reallocation of your resources from underperforming businesses to the ones contributing the most value.
  • Do you schedule think time for yourself individually each quarter? REALLY REFLECT...
  • Connect WITH US! Tell us what you think Chase@33voices.com