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Chapter 3 - Strategic Acting
Chapter 3 - Strategic Acting
Chapter Three
Selvy Priskila
51811492
STRATEGIC ACTING
• Strategic acting is making decisions to move forward while keeping a
focus on the external and internal environment and making
adjustments and changes as necessary. It is focused on what is
needed, what is emerging, and staying focused on the goal despite
distractions.
• Engaging in thoughtful action that is connected to the ideas and
possibilities that emerge from strategic thinking and which build
momentum, value, and advantage for the organization, department,
or team.
Strategy Acting
Volatility Uncertainty
Complexity Ambiguity
Create Conditions for Others’ Effectiveness
Balance Direction and Autonomy
1 Strategic leaders today must create conditions
for others’ effectiveness commensurate with
these new competitive conditions.
“a range of futures”
3 Numerous outcomes are possible along a continuum defined
by key variables, as distinguished from the few discrete
scenarios found in Level 2.
“alternate futures”
2 the future can be described in terms of a very small number
of discrete scenarios.
a “clear-enough” future
1 enough strategic certainty for managers to develop a single
forecast that is precise enough for strategy development.
Conclusion
• Without strategic clarity and focus it is nearly impossible to make
wise decisions about tactics.
• Strategy is about clarity of focus; it’s about knowing what not to do as
well as what to do, and understanding that the what not can be just
as important as the what to.
• Acting with the short term and the long term in mind involves not just
deciding what future investments need to be made but also what
present assets need to be preserved.