604:
as scheme construction, phenomenological approaches based on deductions and metaphors and integrative frameworks have been employed to understand the dynamics of various organizational problems by assimilating concepts common to several fields of science. In the field of studies on strategic thinking, several authors have developed multidisciplinary approaches based on these premises, utilizing systems thinking and cybernetics, integrative approaches, new mathematics of chaos, and concepts such as order through noise, autopoiesis, and self-organization.
58:
448:
thought processes must work hand-in-hand in order to reap maximum benefit. It has been argued that the real heart of strategy is the 'strategist'; and for a better strategy execution requires a strategic thinker who can discover novel, imaginative strategies which can re-write the rules of the competitive game; and set in motion the chain of events that will shape and "define the future".
456:
476:
the organization and the hard data from market research and the like) and then synthesizing that learning into a vision of the direction that the business should pursue." Mintzberg argued that strategic thinking cannot be systematized and is the critical part of strategy formation, as opposed to strategic planning exercises. In his view, strategic planning happens
595:
In a complex scenario, organizational actions are intensified by a global network of interactions, leading to diverse environmental, economic, and social challenges. This complexity is characterized by intricate networks and recursive cause-and-effect relationships, diverging from the linear logic of
599:
To address this context, Terra and
Passador advocate for strategic thinking capable of: (1) reconnecting phenomena across different levels and disciplines and treating them holistically; (2) addressing objects of study subjected to recursive causality; (3) understanding facts through their dynamics;
468:
In the view of F. Graetz, strategic thinking and planning are “distinct, but interrelated and complementary thought processes” that must sustain and support one another for effective strategic management. Graetz's model holds that the role of strategic thinking is "to seek innovation and imagine new
447:
Most agree that traditional models of strategy making, which are primarily based on strategic planning, are not working. Strategy in today's competitive business landscape is moving away from the basic ‘strategic planning’ to more of ‘strategic thinking’ in order to remain competitive. However, both
645:, which means being responsive to good opportunities. "The dilemma involved in using a well-articulated strategy to channel organisational efforts effectively and efficiently must always be balanced against the risks of losing sight of alternative strategies better suited to a changing environment."
603:
In the realm of academic research, Stacey suggests that this reality demands studies in the field of strategic thinking to focus on explanation, hypotheses about whole systems, their dynamics, and the relationship between dynamic behavior and innovative success. In this type of study, methods such
475:
wrote in 1994 that strategic thinking is more about synthesis (i.e., "connecting the dots") than analysis (i.e., "finding the dots"). It is about "capturing what the manager learns from all sources (both the soft insights from his or her personal experiences and the experiences of others throughout
625:
which means more determined and less distractible than rivals in the marketplace. Crediting Hamel and
Prahalad with popularising the concept, Liedtka describes strategic intent as "the focus that allows individuals within an organization to marshal and leverage their energy, to focus attention, to
632:
means being able to hold past, present and future in mind at the same time to create better decision making and speed implementation. "Strategy is not driven by future intent alone. It is the gap between today’s reality and intent for the future that is critical." Scenario planning is a practical
443:
wrote in 1963 that strategic thinking "is a mental process, at once abstract and rational, which must be capable of synthesizing both psychological and material data. The strategist must have a great capacity for both analysis and synthesis; analysis is necessary to assemble the data on which he
600:(4) approaching problems through mappings and negative approaches; (5) integrating non-empirical elements; and (6) incorporating a new mathematical rationale to navigate the non-linearity of such systems and the continuous transition between certainty and uncertainty inherent in their dynamics.
469:
and very different futures that may lead the company to redefine its core strategies and even its industry". Strategic planning's role is "to realise and to support strategies developed through the strategic thinking process and to integrate these back into the business".
451:
There are many tools and techniques to promote and discipline strategic thinking. The flowchart to the right provides a process for classifying a phenomenon as a scenario in the intuitive logics tradition, and how it differs from a number of other planning
619:, refers to being able to understand implications of strategic actions. "A strategic thinker has a mental model of the complete end-to-end system of value creation, his or her role within it, and an understanding of the competencies it contains."
596:
Cartesian thought and the punctual logic of dialectical thought. Within such systems, seemingly trivial actions can produce unexpected outcomes or be magnified by intricate relationship networks, resulting in entirely unpredictable consequences
547:
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.
377:
process, strategic thinking involves the generation and application of unique business insights and opportunities intended to create competitive advantage for a firm or organization. It can be done
559:
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.
480:
the strategy formation or strategic thinking activity, by providing inputs for the strategist to consider and providing plans for controlling the implementation of the strategy after it is formed.
408:
thinking, a common agreement as to its role or importance, and a standardised list of key competencies of strategic thinkers. There is also a consensus on whether strategic thinking is an uncommon
1504:
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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.
1451:
639:, ensuring that both creative and critical thinking are incorporated into strategy making. This competency explicitly incorporates the scientific method into strategic thinking.
396:, 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.
444:
makes his diagnosis, synthesis in order to produce from these data the diagnosis itself—and the diagnosis in fact amounts to a choice between alternative courses of action."
539:
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.
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today. Research on strategic thought indicates that the critical strategic question is not the conventional "What?", but "Why?" or "How?". The work of
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Asserts control through measurement systems, assuming that organisations can measure and monitor important variables both accurately and quickly.
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Lower-level managers have a voice in strategy-making, as well as greater latitude to respond opportunistically to developing conditions.
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among key people who can positively alter an organization's future. Group strategic thinking may create more value by enabling a
292:
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Terra, Leonardo A. A.; Passador, João L. (2016). "Symbiotic
Dynamic: The Strategic Problem from the Perspective of Complexity".
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by Manu
Amitabh, Fellow Scholar, M.D.I Gurgaon and Arun Sahay, Professor and Area Chairman, Strategy Management, M.D.I Gurgaon
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Strategic
Management and Organisational Dynamics: The Challenge of Complexity to Ways of Thinking about Organisations
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Lower-level managers need only know his or her own role well and can be expected to defend only his or her own turf.
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and other authors, further support the conclusion; and also draw a clear distinction between strategic thinking and
1555:
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Stacey, Ralph D. (1995). "The science of complexity - an alternative perspective for strategic change processes".
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is a mental or thinking process applied by an individual in the context of achieving a goal or set of goals. As a
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Senge, Peter M.; Scharmer, C. Otto; Jaworski, Joseph; Flowers, Betty Sue (2008). "Alternative Future".
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Liedtka observed five “major attributes of strategic thinking in practice” that resemble competencies:
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Terra, Leonardo A. A.; Passador, João L. (2018). "Strategic
Thinking in The Context of Complexity".
424:, by exploring all possible organizational futures, and challenging conventional thinking to foster
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Zollo, Maurizio; Minoja, Mario; Coda, Vittorio (2017). "Toward an integrated theory of strategy".
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Henry
Mintzberg. The Fall and Rise of Strategic Planning. Harvard Business Review. January 1994
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Creative
Strategic Thinking and the Analytical Process: Critical Factors for Strategic Success
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Terra, Leonardo A. A. (2015). "A Phenomenological
Approach to the Study of Social Systems".
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Strategic
Thinking versus Strategic Planning: Towards Understanding the Complementarities
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Process for classifying a phenomenon as a scenario in the Intuitive Logics tradition.
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Formulation and implementation are interactive rather than sequential and discrete.
861:"Thinking Futures ..thinking beyond the status-quo to strengthen today's decisions"
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resist distraction, and to concentrate for as long as it takes to achieve a goal."
17:
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Organizational transformation and learning: a cybernetic approach to management
772:"Strategic Thinking : Is Leadership the missing link An Exploratory Study"
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Espejo, Raul; Schuhmann, Werner; Schwaninger, Markus; Bilello, Ubaldo (1996).
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The Strategy Book: How to think and act strategically for outstanding results
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Strategic planning as a contributor to strategic change: a generative model
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1492:: A Tool for Strategic Thinking”, Sloan Management Review, 36(2), 25–40.
1452:"Liedktka Strategic Thinking-Can It Be Taught?-Long Range Planning-1998"
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Mason, Jennifer (2016). "Mixing methods in a qualitatively driven way".
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application for incorporating "thinking in time" into strategy making.
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Sees the planning process itself as a critical value-adding element.
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The challenge of setting strategic direction is primarily analytic.
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The roles of formulation and implementation can be neatly divided.
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Strategy Execution – Ensure your culture provides for common sense
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Stacey, Ralph D. (1993). "Strategy as order emerging from chaos".
454:
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With All This Intelligence, Why Don’t We Have Better Strategies?
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Focus is on the creation of the plan as the ultimate objective.
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274:
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Strategic Thinking: Success Secrets of Big Business Projects
436:, another important strategic management thought process.
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A future that is predictable and specifiable in detail.
750:"Strategic Thinking : The power of collaboration"
1397:. Chichester: John Wiley & Sons. p. 350.
1106:Spaniol, Matthew J.; Rowland, Nicholas J. (2018).
965:Linking Strategic Thinking with Strategic Planning
923:Developing Strategic Thinking as a Core Competency
416:of strategy. It includes finding and developing a
1039:"From Strategic Planning to Strategic Thinking"
514:Only the shape of the future can be predicted.
1060:"Strategic Thinking versus Strategic Planning"
1016:”, Journal of Business Strategy, 26(1), 26–33.
802:"Strategic Thinking : A discussion paper"
701:"What is Strategic Thinking? by Rich Horwath"
404:There is a generally accepted definition for
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1525:by Michael Watkins, Harvard Business Review
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522:Strategic Formulation and Implementation
464:Strategic thinking vs. strategic planning
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941:”, Management Decision, 40(5/6), 456–62.
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1246:Systems Research and Behavioral Science
1210:Systems Research and Behavioral Science
897:The Fall and Rise of Strategic Planning
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885:Systems Thinking in Project Management
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1517:For Great Leadership, Clear Your Head
1301:Systemic Practice and Action Research
925:”, Management Decision, 39(1), 63–76.
677:. harvardbusiness.org. Archived from
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1531:Dr David Stevens, McGraw Hill, 1997
1511:6 Habits of True Strategic Thinkers
1094:6 Habits of True Strategic Thinkers
829:”, Strategic Change, 10(4), 201–13.
533:Managerial Role in Strategy Making
556:Managerial Role in Implementation
491:along the following dimensions of
487:, strategic thinking differs from
373:When applied in an organizational
25:
1513:by Paul J. H. Schoemaker, Inc.com
1278:. Financial Times Prentice Hall.
840:"Strategic Thinking presentation"
591:Strategic thinking and Complexity
56:
1112:Futures & Foresight Science
608:Strategic thinking competencies
1:
978:Stretching Strategic Thinking
730:. Center for Applied Research
675:"What is Strategic Thinking?"
1435:10.1016/0024-6301(93)90228-8
1331:Strategic Management Journal
1174:Strategic Management Journal
1505:What is strategic thinking?
992:An Introduction to Strategy
412:or a common and observable
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1523:How to Think Strategically
1481:Paul Schoemaker, (1995), “
1092:Paul Schoemaker, (2012), “
899:”, Harvard Business Review
29:
1313:10.1007/s11213-015-9350-7
1274:Stacey, Ralph D. (2007).
1025:Jeanne Liedtka, (2000), “
908:Henry Mintzberg (1987), “
895:Henry Mintzberg (1994), “
1380:10.1177/1468794106058866
963:Jeanne Liedtka,(1998), “
30:Not to be confused with
1012:Mark Chussil, (2005), “
994:. Frederick A. Prager.
990:Beaufre, Andre (1965).
976:Stan Abraham, (2005), “
937:Fiona Graetz, (2002), “
825:David Hussey, (2001), “
643:Intelligent opportunism
1186:10.1002/smj.4250160606
1079:Max Mckeown, (2011), “
921:Ingrid Bonn, (2001), “
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366:activity, it produces
1507:, harvardbusiness.org
1152:Leadership Excellence
752:. harvardbusiness.org
511:Vision of the Future
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302:Business Model Canvas
279:Managerial grid model
216:Competitive advantage
1551:Strategic management
1368:Qualitative Research
1083:", FT-Prentice Hall.
725:"Strategic Thinking"
656:U.S. Army Strategist
578:Process and Outcome
493:strategic management
375:strategic management
311:Strategic Grid Model
251:Frameworks and tools
126:Rita Gunther McGrath
77:Strategic management
1423:Long Range Planning
1108:"Defining Scenario"
617:Systems perspective
506:Strategic Planning
503:Strategic Thinking
418:strategic foresight
288:Growth–share matrix
232: •
225:Performance effects
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1488:2011-12-15 at the
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489:strategic planning
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434:strategic planning
360:Strategic thinking
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266:Balanced scorecard
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234:Generic strategies
95:Strategic thinking
91:Strategic planning
32:Strategic planning
27:Cognitive activity
1556:Business planning
1483:Scenario Planning
1258:10.1002/sres.2379
1222:10.1002/sres.2530
910:Crafting Strategy
681:on 19 August 2012
637:Hypothesis driven
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82:Military strategy
18:Strategic thought
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261:Five forces
221:Value chain
149:Jim Collins
104:Game theory
1545:Categories
1537:by i-nexus
1468:2014-04-28
807:. csun.edu
662:References
189:Chris Zook
176:J.C. Wylie
135:Gary Hamel
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406:strategic
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364:cognitive
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1000:65014177
650:See also
544:Control
439:General
414:property
400:Overview
394:dialogue
391:creative
206:Concepts
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257:SWOT
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