Strategic Thinking Method
A Strategic Thinking Method is a thinking method intended to support strategic management (such as strategic foresight).
- Context:
- It can (often) involve the generation of unique Business Insights and Future Implication Predictions.
- It can (often) require Current Trend Assessment, Possible Disruptions Assessment, and Potential Future Scenario Envisaging.
- It can range from being an Individual Stategic Thinking Method to being a Collaborative Strategic Thinking Method.
- It can contribute to creating a competitive advantage for a firm or organization by aligning resources, capabilities, and opportunities.
- It can entail both analytical approaches, such as SWOT (Strengths, Weaknesses, Opportunities, Threats) analysis, and creative brainstorming sessions.
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- Example(s):
- A company reassessing its market positioning after a significant shift in consumer behavior.
- A startup developing a business strategy to outpace competitors in a new technology domain.
- A non-profit organization identifying new fundraising strategies based on current socio-economic trends.
- An educational institution revising its curriculum to address future industry needs and technological advancements.
- A government body creating a long-term infrastructure plan based on predicted urban growth and migration patterns.
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- Counter-Example(s):
- See: Critical Thinking, SWOT Analysis, PESTEL Analysis, Value Chain Analysis, Analytical Thinking, Scenario Planning.
References
2023
- (Wikipedia, 2023) ⇒ https://en.wikipedia.org/wiki/Strategic_thinking. Retrieved: 2023-7-30.
- Strategic thinking is a mental or thinking process applied by an individual in the context of achieving a goal or set of goals. As a cognitive activity, it produces thought.
When applied in an organizational strategic management process, strategic thinking involves the generation and application of unique business insights and opportunities intended to create competitive advantage for a firm or organization.[1][2][3] It can be done individually, as well as collaboratively among key people who can positively alter an organization's future. Group strategic thinking may create more value by enabling a proactive and creative dialogue, where individuals gain other people's perspectives on critical and complex issues. This is regarded as a benefit in highly competitive and fast-changing business landscapes. ...
- ...
- Strategic thinking is a mental or thinking process applied by an individual in the context of achieving a goal or set of goals. As a cognitive activity, it produces thought.
Strategic Thinking | Strategic Planning | |
---|---|---|
Vision of the Future | Only the shape of the future can be predicted. | A future that is predictable and specifiable in detail. |
Strategic Formulation and Implementation | Formulation and implementation are interactive rather than sequential and discrete. | The roles of formulation and implementation can be neatly divided. |
Managerial Role in Strategy Making | Lower-level managers have a voice in strategy-making, as well as greater latitude to respond opportunistically to developing conditions. | Senior executives obtain the needed information from lower-level managers, and then use it to create a plan which is, in turn, disseminated to managers for implementation. |
Control | Relies on self-reference – a sense of strategic intent and purpose embedded in the minds of managers throughout the organisation that guides their choices on a daily basis in a process that is often difficult to measure and monitor from above. | Asserts control through measurement systems, assuming that organisations can measure and monitor important variables both accurately and quickly. |
Managerial Role in Implementation | All managers understand the larger system, the connection between their roles and the functioning of that system, as well as the interdependence between the various roles that comprise the system. | Lower-level managers need only know his or her own role well and can be expected to defend only his or her own turf. |
Strategy Making | Sees strategy and change as inescapably linked and assumes that finding new strategic options and implementing them successfully is harder and more important than evaluating them. | The challenge of setting strategic direction is primarily analytic. |
Process and Outcome | Sees the planning process itself as a critical value-adding element. | Focus is on the creation of the plan as the ultimate objective. |
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- ↑ "What is Strategic Thinking? by Rich Horwath". http://www.sculpturaconsulting.com/Articles_Samples/What_is_Strategic_Thinking.pdf. Retrieved 10 August 2012.
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2020
- https://online.hbs.edu/blog/post/how-to-develop-strategic-thinking-skills
- QUOTE: Strategic thinking skills are any skills that enable you to use critical thinking to solve complex problems and plan for the future. These skills are essential to accomplish business objectives, overcome obstacles, and address challenges — particularly if they’re projected to take weeks, months, or even years to achieve.
- Strategic thinking skills include:
- Analytical skills: To ideate a strategy that helps your organization reach its objectives, you must be capable of analyzing a variety of inputs—from financial statements and KPIs, to market conditions, emerging business trends, and internal resource allocation. This initial analysis is crucial to creating a strategy that aligns with the current reality facing your organization.
- Communication skills: Putting a strategy into place for your company, regardless of its size, requires solid communication skills. The ability to communicate complex ideas, collaborate with internal and external stakeholders, build consensus, and ensure everyone is aligned and working toward shared goals are all central to strategic thinking.
- Problem-solving skills: Strategic planning is often used to solve problems or address challenges, such as missed financial targets, inefficient workflows, or an emerging competitor. Implementing a strategy that addresses the central challenge you face requires you to first understand the problem and its potential solutions. From there, you can craft a strategy that solves it.
- Planning and management skills: Strategy isn’t just about thinking of a solution—it involves implementation, too. Once data has been analyzed, the problem is understood, and a solution has been identified, you need strong planning and management skills to bring everything together.
2011
- (Steptoe‐Warren et al., 2011) ⇒ G. Steptoe‐Warren, D. Howat, I. Hume. (2011). “Strategic thinking and decision making: literature review.” In: Journal of Strategy and Management, Emerald.
- QUOTE: Discusses competencies required to be a good strategic thinker and decision maker, and factors that may influence an individual's strategic decisions.
- NOTE: A comprehensive review of the literature on the key skills and factors that shape strategic thinking and decision-making processes.
2010
- (Baumgartner & Korhonen, 2010) ⇒ R.J. Baumgartner, J. Korhonen. (2010). “Strategic Thinking for Sustainable Development.” In: Sustainable Development, Wiley Online Library.
- QUOTE: Discusses dimensions of strategic thinking and their relevance when addressing reductionism, including the strategy content, strategy process, and strategy context.
- NOTE: Highlights the significance of strategic thinking in the realm of sustainable development, emphasizing a multi-dimensional approach.
2001
- (Bonn, 2001) ⇒ I. Bonn. (2001). “Developing Strategic Thinking as a Core Competency.” In: Management Decision, Emerald.
- QUOTE: Argues that strategic thinking needs to be integrated at multiple levels in organizations for successful outcomes.
- NOTE: Stresses the importance of cultivating strategic thinking as an integral skill across organizational levels.
- (PR Dickson et al., 2001) ⇒ P.R. Dickson, P.W. Farris, et al. (2001). “Dynamic Strategic Thinking.” In: Journal of the Academy of Marketing Science, Sage Publications.
- QUOTE: The potential contribution to strategy is explored, emphasizing the need to improve understanding in strategic management contexts.
- NOTE: Focuses on the evolving nature of strategic thinking, particularly in the context of marketing and business strategy.
1998
- (Liedtka, 1998) ⇒ J.M. Liedtka. (1998). “Strategic thinking: can it be taught?.” In: Long Range Planning, Elsevier.
- QUOTE: I define strategic thinking as a particular way of thinking, with specific attributes. The model includes several elements that I believe comprise strategic thinking.
- NOTE: Provides insights into the various components that form the foundation of strategic thinking.
1998
- (Heracleous, 1998) ⇒ L. Heracleous. (1998). “Strategic thinking or strategic planning?.” In: Long Range Planning, Elsevier.
- QUOTE: Distinct thinking modes, strategic thinking and strategic planning are explored. Strategic thinking needs to be operationalized through convergent and analytical thought.
- NOTE: Explores the distinction and interplay between strategic thinking and strategic planning.