This document discusses the difference between strategists and managers. It provides background on Helmuth von Moltke, a Prussian general staff known for his strategic abilities. The objective is to understand what makes a strategist and how managers can develop strategic skills. A strategist is defined as having a long-term plan to achieve goals, while a manager controls resources and staff. The document includes a questionnaire to evaluate if managers display strategic traits like having an entrepreneurial vision and competitive advantages. It concludes the questionnaire can help identify average managers versus good strategists for promotions.

1. Presentation On
STRATEGIST or MANAGER
Submitted By :
Bhupender Singh
Mandeep Singh

2. INTRODUCTION
 Helmuth von Moltke , chief of the Prussian & German general staffs
from 1858 to 1888
 Engineered the strategy behind the military victories
 His characteristics include ability to understand significance of events
without being influenced by current opinion & ability to make
decisions quickly
 In past Prussian officers were discouraged from acting on their own .
But Moltke tradition by allowing his officers to show individual
initiative
 Todays school help in achieve highest possible average level & offer
perspective managers to develop themselves
 Difference in real life result much less than knowledge learned
 Ultimately the ability to strategize is linked with the personality of
successful entrepreneurs & manager

3. OBJECTIVE
What does it actually take to be a strategist
How factors determine the level of strategic
management competence
How can managers consciously work on themselves
to develop their own strategic capabilities

4. MANAGER
A person responsible for controlling or administering an
organization or group of staff.
A person regarded in terms of their skill in managing
resources, especially those of a household.

5. STRATEGY
A plan of action designed to achieve a long-term or
overall aim.
It can’t be taught
It is applied common sense

6. QUESTIONNAIRE
Do I Have an Entrepreneurial Vision
Do I Have a Corporate Philosophy
Do I Have Competitive Advantages
Do My Employees Use Their Ability to Act Freely in the
Interest of the Company
Have I Built an Organization That Implements My Vision

7. QUESTIONNAIRE CONTINUES……
Are the Line Managers Involved in Strategic Planning
Is the Corporate Culture in Harmony with the Strategies
Do I Point Out Directions & Take New Approaches
Have I Been Lucky in My Life So Far
Do I Make a Contribution to the Development of Society –
and Myself

8. HOW TO MEASURE STRATEGISTS
 The nature of the vision they had at the beginning of phase
of their career or life
 The way in which they kept modifying their guiding ideas
to suit changing conditions
 The extent to which – and under what conditions – they put
those ideas into action or led others to do so

9. CONCLUSION
This procedure help top management to distinguish between
average managers and good strategists
By using this questionnaire , company management can
evaluate managers being considered for an open position or
a promotion by drawing up their profiles
This procedure is not intended to replace other analysis of
the performance potential and intellectual horizon of an
individual , but it can supplement them

10. THANK YOU