Strategic thinking gaveover

1,055 views
937 views

Published on

How do we know what we know? This is one of the questions that Dr Heckroodt tackles within the context of the organisation and its strategic scanning processes. In his book Dr Heckroodt encourages the reader to reconsider how he or she thinks instead of what to think. He also brings systems thinking into the equation in a very practical way. This book will be of great benefit to leaders who are willing to embrace alternative thinking.

In this session of We Read For You, Dr Steyn Heckroodt unpacks the essence of his book.
Read more at http://www.usb-ed.com/wrfy/pages/Strategic-Thinking-Game-Over.aspx#wIDOwFbIyMAxu3qZ.99

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
1,055
On SlideShare
0
From Embeds
0
Number of Embeds
435
Actions
Shares
0
Downloads
35
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Strategic thinking gaveover

  1. 1. Strategic Thinking GAME OVER New Rules For 21st Century Business Dr Steyn Heckroodt Your partner in world-class business learning Date: 23 October 2013
  2. 2. Intensity Slide met klomp wereld depressie terms wat flash Eindig met “the world has become ignorant – vlge slide Pace © Dr Steyn Heckroodt
  3. 3. R1bn in wages 208 working days were lost © Dr Steyn Heckroodt
  4. 4. Background Strategic thinking impact Environmental dynamism What, why, benefits Complexity © Dr Steyn Heckroodt
  5. 5. © Dr Steyn Heckroodt
  6. 6. © Dr Steyn Heckroodt
  7. 7. What is the ‘correct’ manner to deal with this strategic challenge? © Dr Steyn Heckroodt
  8. 8. © Dr Steyn Heckroodt
  9. 9. Politics Labour Custo mers Public Pressure Groups Interrelatedness & Interdependence © Dr Steyn Heckroodt
  10. 10. Background Strategic thinking impact Environmental dynamism What, why, benefits Complexity © Dr Steyn Heckroodt
  11. 11. Contextualise the research Answering the what and why? Benefit and need to 21st century organisations © Dr Steyn Heckroodt
  12. 12. © Dr Steyn Heckroodt
  13. 13. © Dr Steyn Heckroodt
  14. 14. What are these activities? environmental scanning execute scenario planning appropriate strategy selection Business performance
  15. 15. START © Dr Steyn Heckroodt
  16. 16. 21st century research yielded a means by which we can manage the business environment better. APPROACH METHODOLOGY PPROCESS CONCEPTUAL FRAMEWORK © Dr Steyn Heckroodt
  17. 17. environmental scanning is currently been done? To determine how © Dr Steyn Heckroodt
  18. 18. © Dr Steyn Heckroodt
  19. 19. © Dr Steyn Heckroodt
  20. 20. © Dr Steyn Heckroodt
  21. 21. • Glass of water © Dr Steyn Heckroodt
  22. 22. What we see is a manifestation of what we are taught to see and we cannot unsee or un-think things. © Dr Steyn Heckroodt
  23. 23. © Dr Steyn Heckroodt
  24. 24. • Pink sheep – blue cow © Dr Steyn Heckroodt
  25. 25. © Dr Steyn Heckroodt
  26. 26. © Dr Steyn Heckroodt
  27. 27. Random in its change Fast Unpredictable Volatile Extreme Dysfunctional and dynamic Sweeping randomness © Dr Steyn Heckroodt
  28. 28. Background Strategic thinking impact Environmental dynamism What, why, benefits Complexity © Dr Steyn Heckroodt
  29. 29. © Dr Steyn Heckroodt
  30. 30. QDAC © Dr Steyn Heckroodt
  31. 31. Change forces of different levels of evolvement Change forces of different levels of evolvement © Dr Steyn Heckroodt
  32. 32. Background Strategic thinking impact Environmental dynamism What, why, benefits Complexity © Dr Steyn Heckroodt
  33. 33. © Dr Steyn Heckroodt
  34. 34. Background Strategic thinking impact Environmental dynamism What, why, benefits Complexity © Dr Steyn Heckroodt
  35. 35. Opportunity Threat Strategic fit as a juncture STRONG FLEXIBLE RELATIONSHIPS Organisation Ability © Dr Steyn Heckroodt
  36. 36. STATEGIC THINKING MODE © Dr Steyn Heckroodt
  37. 37. IMPACT External Information Live Opportunity Threat PROBABILITY Strategic fit as a juncture Strategic planning = alive = moves beyond annual event Organisation Ability Internal Information Live

×