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Strategic Thinker Issue 1.2009 - What is Strategic Thinking

Strategic Thinker Issue 1.2009 - What is Strategic Thinking

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Published by DPI Asia
The word strategy and its many derivatives – top level strategy, corporate strategy, strategy map, strategic objectives, strategic leverage, strategic project - are “music” to many a business person’s ears. Savvy managers frequently use some of these, and other “strategic” terms, to get past a stubborn PA when they might not otherwise have been able to! The reality, however, is that the word strategy means different things to different people. Reflect on the following statements:

• “My strategy is to be the No. 1 in my chosen segment. The tactics that I will pursue are ...”
• “My goal is to be the No. 1 in my chosen market segment. The strategy that I will pursue is ...”

The word strategy is used in two entirely opposite senses. Most of us have witnessed or experienced the “fun” of a discussion on strategy when the parties involved have different perceptions of the word strategy. We can hear the wheels spinning now!

Besides, there is a tendency among the overwhelming majority to equate strategy with strategic planning. “An off-site strategy meeting” usually means “An off-site strategic planning meeting”.

But ... Strategic Planning does not Strategic Thinking maketh! Read this article to learn more
The word strategy and its many derivatives – top level strategy, corporate strategy, strategy map, strategic objectives, strategic leverage, strategic project - are “music” to many a business person’s ears. Savvy managers frequently use some of these, and other “strategic” terms, to get past a stubborn PA when they might not otherwise have been able to! The reality, however, is that the word strategy means different things to different people. Reflect on the following statements:

• “My strategy is to be the No. 1 in my chosen segment. The tactics that I will pursue are ...”
• “My goal is to be the No. 1 in my chosen market segment. The strategy that I will pursue is ...”

The word strategy is used in two entirely opposite senses. Most of us have witnessed or experienced the “fun” of a discussion on strategy when the parties involved have different perceptions of the word strategy. We can hear the wheels spinning now!

Besides, there is a tendency among the overwhelming majority to equate strategy with strategic planning. “An off-site strategy meeting” usually means “An off-site strategic planning meeting”.

But ... Strategic Planning does not Strategic Thinking maketh! Read this article to learn more

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Published by: DPI Asia on Sep 10, 2009
Copyright:Traditional Copyright: All rights reserved

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05/11/2014

 
 
© 2009 DECISION PROCESSES INTERNATIONAL ASIA PRIVATE LIMITED
Address
: 1 Sophia, #04-16 Peace Centre, Singapore 228149
Tel
: 6235 1733
Fax:
6336 8022
Email
Asian Site
Asian Blog
: dpi-asia.blogspot.com
Global Site
: www.decisionprocesses.com
Issue
1/09
What isStrategic
Thinking
?
 
Strategic Thinking is easy to say but much harder to achievein reality. Understanding what strategic thinking is, and how itdiffers from operational thinking, is the first step in becoming anaccomplished strategic thinker.
Strategy versus Operations
Strategic Thinking is different from both strategic planningand operational planning. In fact, strategic thinking is theframework for strategic and operational plans.Strategic thinking is the process of thought that goes oninside the head of the CEO and the key people around him orher that helps them determine the “look” of the organization atsome point in the future. And that look, or composition, of thebusiness in the future may be different than it is today.Strategic thinking can be compared to picture painting. It isthe process that helps the CEO and the management team “drawa picture” or “profile” of what they want the organization to looklike at some point in time. It is this “picture” or “profile” that willdetermine the direction, nature, and composition of thebusiness.Strategic thinking, then, is the type of thinking that goes onwithin the mind of the CEO, and indeed the management, toshape and clarify the organization’s future strategic profile.Decisions that “fit” within the parameters of this profile are takenand implemented, and decisions that do not “fit” rejected.Strategic thinking can also be described as the type of thinking that attempts to determine
what
the organization shouldlook like. In other words – the strategy.Operational planning, and even what has become known asstrategic planning, is the type of thinking that helps us choose
how 
to get there.To illustrate the difference between the two types of thinking,we can develop a matrix with the “what” on the horizontal axisand the “how” on the vertical axis.We can complete the matrix by further dividing each axisinto good (+) strategic thinking and poor (-) strategic thinking aswell as good (+) operational planning and poor (-) operationalplanning. Although both of these activities go on in allorganizations, what we have noticed is that they go on withvarying degrees of proficiency.In quadrant A, we find companies that do both very well.They are developed a clear profile and explicit strategy, and theymanage their business successfully on an ongoing basis.
Quadrant A
Companies that fall into quadrant A include the likes of AirAsia and Apple.
 
STRATEGICPROFILE
ExplicitStrategic Vision
Operationally Competent
UncertainStrategic Vision
Operationally Competent
ExplicitStrategic Vision
Operationally Incompetent
UncertainStrategic Vision
Operationally Incompetent
      O    p    e    r    a     t     i    o    n    s     (     H    o    w      ?     )
Strategy(What?)
ExplicitStrategic Vision
Operationally Competent
      O    p    e    r    a     t     i    o    n    s     (     H    o    w      ?     )
Strategy(What?)
The
Strategic
 Thinker
 
SM
PURE
 
&
SIMPLE
Advice To Gain Supremacy Of Your Sandbox
SM
 

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