The document discusses strategic thinking and provides guidance on how to structure the strategic thinking process. It defines strategic thinking as establishing a plan to go from the current state to the desired goal. The strategic thinking process involves analyzing the current status, identifying opportunities and threats, determining desired and undesired outputs, and structuring problems. It recommends using tools like root cause analysis to structure problems and benefit-cost analysis to find solutions. The process of finding solutions involves developing hypotheses, gathering data, testing hypotheses, and drawing conclusions. Overall, the document provides a framework to guide strategic thinking from problem identification to solution development.

1. Strategic Thinking
5throck
June 2021

2. What is Strategic Thinking?
1
Where are
we now?
Where will
we be going?
How do
we get there?
Strategic Thinking
Current Status (X) Desired Status (Y)

3. What is Strategic Thinking?
2
▪ Strategic Thinking is the process of
establishing a plan to go from the current
state (X) to the desired goal (Y) and finding
ways to ensure that such a plan can proceed
properly.
‒ In the business strategy, after setting the
goal (Y) to be achieved, the necessary
matters for pursuing the goal are structured
and arranged, and then the contents of how
to achieve the goal are summarized.
‒ These tasks go through a lot of trial and
error when establishing and executing a
plan, and the process of continuously
adjusting them and obtaining desired
results can be said to be the core of
strategic thinking.
Where are
we now?
Where will
we be going?
How do
we get there?
Strategic Thinking
Current Status (X) Desired Status (Y)

4. Thinking Hazard
3
Source: 가슴 뛰는 삶, 강헌구
Normal
Outstanding
Strategic
Thinking
Thinking
Hazard
1. The purpose and direction of
problem solving are not clear.
2. Be constrained by false past
insights or achievements
3. Can't draw concrete
conclusions.
4. Don't take risks.
5. Don't want to take
responsibility.
6. Trying to maintain the status
quo and being inwardly
oriented.
7. Make gambling decisions that
rely on intuition and luck, not
on facts.
8. Only want immediate solutions
and quick endings.
9. Don't be patient or wait calmly
in the thinking process.

5. Strategic Thinking Characteristics
4
Source: The mind of the strategist, 오마에 겐이치
Strategic
Thinking
Analysis
Intuition
• Strategic thinking is based on fact-based,
logical analysis
• Strategic thinking challenges conventional
wisdom and strives for breakthrough ideas
and insights
• Strategic thinking is action and
performance-oriented
• Strategic thinking is a habit of mind that can
be developed through constant practice and
application

6. Structuring Strategic Thinking
5
Current
Status (X)
Desired Status (Y)
Undesired Status (Z)

7. Structuring Strategic Thinking
6
Current
Status (X)
Desired
Output (B)
Undesired
Output (C)
Average
Output (A)
Desired Status (Y)
Undesired Status (Z)

8. Structuring Strategic Thinking
7
Current
Status (X)
Opportunity
Threat
Desired
Output (B)
Undesired
Output (C)
Average
Output (A)
Desired Status (Y)
Undesired Status (Z)

9. Structuring Strategic Thinking
8
Current
Status (X)
Opportunity
Threat
Desired
Output (B)
Undesired
Output (C)
Average
Output (A)
Advantages
Issues
Desired Status (Y)
Undesired Status (Z)

10. Structuring Strategic Thinking
9
Current
Status (X)
Opportunity
Threat
Desired
Output (B)
Undesired
Output (C)
Average
Output (A)
Advantages
Issues
Benefit
Problem
Desired Status (Y)
Undesired Status (Z)

11. Structuring Strategic Thinking
10
Desired
Output (B)
Undesired
Output (C)
Average
Output (A)
Advantages
Issues
Benefit
Problem
Desired Status (Y)
Undesired Status (Z)

12. Structuring Strategic Thinking
11
Desired
Output (B)
Undesired
Output (C)
Average
Output (A)
Advantages
Issues
Benefit
Problem
Desired Status (Y)
Undesired Status (Z)
Cost
Solution

13. Structuring Strategic Thinking
12
Desired
Output (B)
Undesired
Output (C)
Average
Output (A)
Advantages
Issues
Benefit
Problem
Desired Status (Y)
Undesired Status (Z)
Cost
Solution
Make a decision
Should be fixed

14. Structuring Strategic Thinking
13
Desired
Output (B)
Undesired
Output (C)
Average
Output (A)
Advantages
Issues
Benefit
Problem
Desired Status (Y)
Undesired Status (Z)
Narrow
Problem

15. Structuring Strategic Thinking
14
Desired
Output (B)
Undesired
Output (C)
Average
Output (A)
Advantages
Issues
Benefit
Problem
Desired Status (Y)
Undesired Status (Z)
Narrow
Problem
Broad
Problem

16. Structuring Strategic Thinking
15
Desired
Output (B)
Undesired
Output (C)
Average
Output (A)
Advantages
Issues
Benefit
Problem
Desired Status (Y)
Undesired Status (Z)
Narrow
Problem
Broad
Problem
Goal-
oriented
Cause-
oriented

17. Structuring Strategic Thinking: Tools
16
Desired
Output (B)
Undesired
Output (C)
Desired Status (Y)
Undesired Status (Z)
(Broad)
Problem

18. Structuring Strategic Thinking: Tools
17
Desired
Output (B)
Undesired
Output (C)
Desired Status (Y)
Undesired Status (Z)
(Broad)
Problem
Benefit
(Narrow)
Problem

19. Structuring Strategic Thinking: Tools
18
Desired
Output (B)
Undesired
Output (C)
Desired Status (Y)
Undesired Status (Z)
(Broad)
Problem
Benefit
(Narrow)
Problem
Benefit-Cost
Analysis
Root-Cause
Analysis

20. Structuring Strategic Thinking
19
Desired
Output (B)
Undesired
Output (C)
Desired Status (Y)
Undesired Status (Z)
(Broad)
Problem
(Narrow)
Problem
Solution

21. Structuring Strategic Thinking
20
Desired
Output (B)
Undesired
Output (C)
Desired Status (Y)
Undesired Status (Z)
(Broad)
Problem
Benefit
(Narrow)
Problem
Solution
Cost

22. Structuring Strategic Thinking
21
Desired
Output (B)
Undesired
Output (C)
Desired Status (Y)
Undesired Status (Z)
(Broad)
Problem
Benefit
(Narrow)
Problem
Solution
Cost
Strategic Thinking
Approach

23. Strategic Thinking Approach
22
Fact-Based Thinking
Logical Thinking
Creative Thinking
Strategic
Thinking
Convergent
Thinking
(Structure
the problem)
Divergent
Thinking
(Finding the
Solution)

24. Strategic Thinking Approach: Problem & Solution
23
Just do it
Know Problem Don’t Know Problem
Know
Solution
Don’t Know
Solution

25. Do it Now - Urgent Important Matrix
24
Just do it

26. Strategic Thinking Approach: Problem & Solution
25
Just do it
Open
Innovation
Know Problem Don’t Know Problem
Know
Solution
Don’t Know
Solution

27. Strategic Thinking Approach: Problem & Solution
26
Just do it
Open
Innovation
Design
Thinking
Know Problem Don’t Know Problem
Know
Solution
Don’t Know
Solution

28. Strategic Thinking Approach: Problem & Solution
27
Just do it Structure the Problem
& Find the Solution
Open
Innovation
Design
Thinking
Know Problem Don’t Know Problem
Know
Solution
Don’t Know
Solution

29. Structure the Problem
28
▪ The important thing in problem analysis
method is to think within the principle of
structure, and structural thinking is possible
through "MECE" (Mutually Exclusive,
Collectively Exhaustive).
‒ "Mutually Exclusive" means to find
something mutually exclusive without
overlapping each other, and "Collectively
Exhaustive" means that if you put all the
findings together, it should be the same as
the whole of the problem.
‒ The principle of "MECE" is to specify a
problem in detail and make sure that each
is clearly separated and clear, and that all
issues related to the problem are included.

30. Structure the Problem: Visualization of MECE
29
A
B
C
Mutually Exclusive,
Not Collectively Exhaustive
Not Mutually Exclusive,
Collectively Exhaustive
A B C

31. Structure the Problem: Root-Cause Analysis
30
Problem
Issue
A
Issue
A-1
Issue
A-11
Issue
A-12
Issue
A-2
Issue
B
Issue
B-1
▪ A tool that subdivides a given problem,
divides it into smaller issues, and helps the
issues to be well structured.
‒ Starting from the top or left, starting from
the largest issue, subdividing into smaller
units in a logical order, and categorized
according to the MECE principle.
‒ When the lower issue is recombined
according to the MECE principle, it should
be defined in a form that can be sufficiently
explained.
Logical
Thinking

32. Finding the Solution
31
Identify Root-Cause

33. Finding the Solution
32
Identify Root-Cause
Hypothesis Development

34. Finding the Solution
33
Identify Root-Cause
Hypothesis Development
Determination of
hypothesis testing method

35. Finding the Solution
34
Identify Root-Cause
Hypothesis Development
Determination of
hypothesis testing method
Gathering Data

36. Finding the Solution
35
Identify Root-Cause
Hypothesis Development
Determination of
hypothesis testing method
Gathering Data
Testing the Hypothesis

37. Finding the Solution
36
Identify Root-Cause
Hypothesis Development
Determination of
hypothesis testing method
Gathering Data
Testing the Hypothesis
Refine Hypothesis

38. Finding the Solution
37
Identify Root-Cause
Hypothesis Development
Determination of
hypothesis testing method
Gathering Data
Testing the Hypothesis
Refine Hypothesis

39. Finding the Solution
38
Identify Root-Cause
Hypothesis Development
Determination of
hypothesis testing method
Gathering Data
Testing the Hypothesis
Refine Hypothesis
Draw conclusion

40. Finding the Solution
39
Identify Root-Cause
Hypothesis Development
Determination of
hypothesis testing method
Gathering Data
Testing the Hypothesis
Refine Hypothesis
Draw conclusion
Creative
Thinking
Fact-based
Thinking

41. Finding the Solution: Verification method
40
Issue
Assumption
A
Assumption
B
Assumption
C
Assumption
D
Assumption A-1
Assumption A-2
Assumption A-3
Assumption B-1
Assumption B-2
Assumption C-1
Assumption C-2
Assumption C-3
Assumption D-1
Assumption D-2
Verification method
Interview
Desktop Search
Survey
Interview
Desktop Search
Interview
Interview
Interview, Survey
Interview, Desktop Search
Desktop Search
Assumption
for problem solving

42. Interview, Survey & Desktop Search
41
▪ In order to find the best way to check for each
issue, it is checked whether the issue is
meaningful enough.
‒ In the case of an interview or FGI, it is very
important to find an appropriate target, and
the time and procedure required to find an
appropriate interviewee are often more
difficult than the actual interview process.
‒ In the case of survey, it is important to
define a target group and secure a number
of more than a certain parameter for each
target group, and it is necessary to design
to eliminate errors or biases that may occur
in sampling through this.

43. Problem specification and solution development
42
Problem Issue
Issue
Issue
Sub Issue
Hypothesis
derivation
Sub Issue
Gathering
Data
Gathering
Data
Gathering
Data
Gathering
Data
Testing the
Hypothesis
Testing the
Hypothesis
Draw
conclusion
Hypothesis
Development
Determination of hypothesis
testing method
Draw
conclusion
Identify Root-Cause
Making
Proposal
Draw
conclusion
Draw
conclusion
Proposal
Define the
problem
Refine
Hypothesis

44. Draw conclusions: Why So & So What
43
Conclusion
So What
(High-level solution)
So What
(High-level solution)
So What
(Specific solution)
So What
(Specific solution)
So What
(Specific solution)
So What
(Specific solution)

45. Draw conclusions: Why So & So What
44
Conclusion
So What
(High-level solution)
So What
(High-level solution)
So What
(Specific solution)
So What
(Specific solution)
So What
(Specific solution)
So What
(Specific solution)
MECE

46. Draw conclusions: Why So & So What
45
Conclusion
So What
(High-level solution)
So What
(High-level solution)
So What
(Specific solution)
So What
(Specific solution)
So What
(Specific solution)
So What
(Specific solution)
MECE
Why so

47. Strategic Thinking: Insight
46
• Inquiry that can not
be resolved easily
• The state where
basic knowledge
related to the
inquiry can be
utilized
• Comes as a release to the
tension of inquiry
• Is the outcome of the process
to discover the overall
structure of the problem
situation and psychologically
restructurize it
• Comes suddenly and
unexpectedly
• Is to clearly perceive the
solution of the abstract
problem
• Promotes to obtain another
new insight
• New judgement is
made
• The problem is
solved
• Previous insight is
retained and
transferred, and it
also facilitates the
generation of fresh
insight
• Insight passes into
the habitual texture
of one's min
Antecedents Insight Consequences
Source: Identity antecedents and consequences of insight

48. Thank you for
Listening!
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