Mind of the strategist.
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This document discusses strategic thinking and the mind of a strategist. It outlines that strategic thinking is a creative thought process that relies on "wild ideas" and intuitive thinking rather than rational thinking. The document also discusses that true strategic thinking contrasts with linear thinking and intuition alone, and involves determining critical issues, being aware of realities like customers and competition, considering timing or "ripeness", and being sensitive to resource limitations. It concludes that strategic thinking can be developed by focusing on creativity, productivity, and insight.
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strategic thinking
Strategic thinking involves synthesizing information to determine a company's competitive advantage and future success. It requires taking an overview perspective while examining details to understand how elements fit together. Strategic thinking has both analytical "hard" sides involving tools and techniques, as well as "soft" sides involving vision, values, and culture. It is a skill that challenges even exceptional thinkers, as it does not follow a step-by-step process but requires insight and reflection.
Strategic thinking
Various researches have shown that the majority of organizations, especially in the developing countries, have more of operational thinking rather than strategic thinking at the core of its management approach. Strategy has become an overused and at the same time, misused world in management world where we take it as obvious statement for something important we say about our management and business. In the face of the competition and change that exists in today’s market, organizations and their leadership must take strategic thinking approach in order to move the organization forward toward a new and more successful future. This session starts with an exercise of test of strategic thinking level of the participants and thus explains the meaning of strategy and being strategic. It exposes the difference between operational thinker, strategic planner and strategic thinker. The disciplines, approaches, competencies, critical areas and personal attributes of strategic thinker will be introduced with along with the explanation of topic ‘what limits our strategic thinking’. The session ends with the explanation of the methods of developing strategic thinking among the managers and leaders of the organization and how we can utilize such strategic thinking in our business in order to achieve higher goals of the organization.
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“Strategic Thinking is a way of understanding the fundamental drivers of a Business and rigorously (and playfully) challenging conventional thinking about them.”
--> Focuses on finding and developing unique opportunities to create value for the organization
--> Takes into account: Products & offerings, Markets, Clients/Customers, Competitors, and Suppliers.
--> Input to strategic planning
--------------------------
The process of Strategic Thinking must ensure that business strategies are:
+ Aligned: fit with business’s Mission, Vision, Competitive Situation, and Operating Strategies
+ Goal-orientated: strategies’ outcomes must linked with business’s goals
+ Focused: points out exactly what should be prioritized
+ Implementable
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PRINTED BY Alireza Keshvari [email protected]. Printing is .docx
PRINTED BY: Alireza Keshvari <[email protected]>. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without
publisher's prior permission. Violators will be prosecuted.
PRINTED BY: Alireza Keshvari <[email protected]>. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without
publisher's prior permission. Violators will be prosecuted.
PRINTED BY: Alireza Keshvari <[email protected]>. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without
publisher's prior permission. Violators will be prosecuted.
PRINTED BY: Alireza Keshvari <[email protected]>. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without
publisher's prior permission. Violators will be prosecuted.
PRINTED BY: Alireza Keshvari <[email protected]>. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without
publisher's prior permission. Violators will be prosecuted.
PRINTED BY: Alireza Keshvari <[email protected]>. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without
publisher's prior permission. Violators will be prosecuted.
PRINTED BY: Alireza Keshvari <[email protected]>. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without
publisher's prior permission. Violators will be prosecuted.
PRINTED BY: Alireza Keshvari <[email protected]>. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without
publisher's prior permission. Violators will be prosecuted.
PRINTED BY: Alireza Keshvari <[email protected]>. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without
publisher's prior permission. Violators will be prosecuted.
PRINTED BY: Alireza Keshvari <[email protected]>. Printing is for personal, private use only. No part of this book may be reproduced or transmitted without
publisher's prior permission. Violators will be prosecuted.
Analyzing Strategic Management Cases
chapter 13
Copyright © 2014 McGraw-Hill Education. All rights reserved. No reproduction or distribution without the prior written consent of McGraw-Hill Education.
Strategic Case Analysis
Why do some firms succeed and others fail?
Why are some companies higher performers than others?
What information is needed in the strategic planning process?
How do competing values and beliefs affect strategic decision-making?
What skills and capabilities are needed to implement a strategy effectively?
13-2
The process of analyzing, decision-making, and implementing strategic actions raises many good questions. Case analysis simulates the real world experience that strategic managers and company leaders face as they try to determine how best to ru.
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This document discusses critical thinking and 21st century skills needed to solve modern problems. It defines strategic thinking as conceptual, imaginative, and opportunistic thinking about future success. Intuitive thinking is quick insight based on past experience. While intuition is fast, strategic thinking systematically analyzes problems by defining objectives and plans. Both can be useful approaches, but strategic thinking ensures new data is considered. Key components of strategic thinking include analyzing strengths/weaknesses, defining purpose/vision, setting goals, and creating action plans. Intuitive thinking draws quick links between ideas based on immediacy, sensing relationships, and automatic reasoning.
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This document discusses strategic thinking, including its definition as a mental process that synthesizes psychological and material data to assess and create the future. It outlines the objectives, elements, benefits, phases and components of strategic thinking. Specifically, it explains that strategic thinking has three phases - understanding the current situation, envisioning the desired future situation, and determining how to get there. It also discusses why strategic thinking is important for business success by enabling effective resource use, preparing for a changing environment, matching competitors' strengths, supporting growth, and improving decision making. The document distinguishes strategic thinking from strategic planning.
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Mind of the strategist.
- 1. The Mind of a Strategist Kenichi Ohmae By Gaurav Sharma
- 2. Objective To consider the importance of strategy and strategic thinking and some points on which we can focus to enhance our strategic skills and develop our mind to think stratigically.
- 4. 4 Strategic Thinking • Creative thought process • “Wild Ideas” • Intuitive thinking rather than rational thinking • Drive for achievement
- 5. Analysis • Critical starting point of strategic thinking. • Clear understanding of each element of a situation. • True strategic thinking contrasts sharply with the conventional systems approach based on linear thinking but it also contrasts with the approach based on intuition.
- 6. Three kinds of thinking process : • Mechanical systems thinking • Intuition • Strategic thinking
- 7. Determining the critical issue Example - Overtime work has become a chronic problem in a company. A clear understanding of the nature of the problem led to the creative solutions. By failing to grasp the critical issues, ends in failure and frustration.
- 8. The art of Strategic Thinking It is a creative process, the spark of insight is essential. Insight is far easier to recoganize than to define. Creative insight is the ability to combine, synthesize or reshuffle unrelated phenomena in such a way that you can make more out of it.
- 9. Three essential R's : • Reality : strategist must be aware of the customers,the competition and comåany's field of competence. • Ripeness: strategist must consider the importance of timing. • Resources : strategist should be sensitive to their own resource limitation.
- 10. Conditions of Creativity • An initial charge Example - Yamaha • Directinal antennae Example - kazuma tateishi • Capacity to tolerate static. Example: Soichiro honda
- 11. Conclusion Stratigic Thinking can be developed by focusing on other skills like creativity, mental productivity and the power of insight. There are habits of mind and mode of thinking that can be acquired through practice to come up with winning strategic concepts.