Effective leaders are strategic thinkers. It is a process whereby you learn how to make your business vision a reality by developing your abilities in value creation, teamwork, problem solving, and critical thinking. It will help you to confront change, plan for and make transitions, and envision new possibilities and opportunities.

Strategic thinking requires you to start with the end in mind. Envisage the outcome and work backwards by focusing on HOW to reach your vision – step by step.

As you develop a strategic vision for your business, there are five different criteria that you should focus on. These five criteria will help you define the ideal outcome and to develop the steps necessary to make your business vision a reality:

STRUCTURE

The structure of your business involves the people you will have working for you and the resources necessary to make it all work. What will your organisation look like? What type of structure will support your vision? How will you combine people, resources, and structure together to achieve your ideal outcome?

AWARENESS

Increase your awareness through observation. You will become more aware of what motivates people and how to solve problems more effectively etc.

POINTS OF VIEW

Deliberately use different points of view when considering something. Consider the following four points of view, when forming your business strategy:

	The environment
	The market
	The project
	Measurement

Different points of view can be used to help you think about outcomes, identify critical elements and adjust your actions to achieve your ideal position.

MOTIVATION AND DRIVING FORCES

What will make your ideal outcome a reality? What is your company's vision and mission? What will you use to motivate others to perform? You may consider:

Incentives
Empowerment and alignment
Qualitative factors such as a defined vision, values, and goals
Productive factors like a mission or function
Quantitative factors such as results or experience
Commitment
Coherent action
Effectiveness
Productivity
Value

DEFINE THE IDEAL OUTCOME

Your ideal outcome should include:

The conditions of such a productive business
Existing or future opportunities for your business
Core competencies or skills required in your business
Strategies and tactics you will use to pull it all together

Strategic intent. It implies a competitively unique point of view about the future - a particular point of view about the long-term market or competitive position that a firm hopes to build over the coming decade or so. Hence, it conveys a sense of direction or destiny.

By considering the abovementioned areas when defining your ideal outcome, you will be better equipped to make your vision a reality and your ideas will have more credibility.

A strategic thinker remains open to opportunities for defined intent, but also keeps in mind the appropriateness of such intent. Companies who succeed at embedding strategic thinking throughout their organisations will have created a new source of competitive advantage. Their thinking should allow them to redesign their processes for greater efficiency and effectiveness. Their intent-focus will make them more determined and less distracted than their competitors. Their strategic thinking ability will improve the quality of their decision-making and speed of implementation.

"It all comes down to the ability to go up and down the ladder of abstraction, and being able to see both the big picture and the operational implications, which are signs of outstanding leaders and strategists." (Heracleos, 1998)

Strategic plans and initiatives are guided by a mindset of leadership thinking principles. Most of them have been in existence since ancient times. They are illustrated in the lives and writings of Alexander, Sun Tzu, Caesar, Machiavelli, Napoleon, and so on.

The strategic thinker:

Has a clear vision of desired outcomes before taking action.
Puts a plan in place capable of delivering outcomes that will add significant value.
Broadens his/her vision to see the bigger picture.

Is able to consider all avenues and flexible in choice of tactics. Realises the increased possibility of new threats and new opportunities once the ball is set in motion.

Tries to achieve multiple objectives through single actions.

Has good anticipation. It is said that Napoleon could conceive of seven steps ahead, each one with its potential counteractions by opponents.

Mentally rehearses next responses in case contingency outcomes arise.
Has the discipline to remain calm and composed when the unexpected happens.
Turns crises and change to his/her advantage.
Remains focussed on the future.
Invents both sequential and parallel actions to accomplish goals.
Knows the difference between battles that can be won and those that cannot be won.

Surrounds him/herself with allies and partners who know better and use joint ventures to advantage.

Is very patient, with a good sense of timing.
Acts decisively when the time to act has come.

Is willing and able to scrap or alter plans when information indicates actions are not attaining their intended results.

Doesn’t reveal the next move.
Knows what is at stake and what is essential to retain, preserve or gain.
Doesn't bluff when the stakes are critical.
Looks for and exploits opponent's weaknesses, oversights and mistakes.
Maintains forward momentum.
Uses surprise to advantage.
Uses speed to advantage.
Holds resources in reserve should the need arise.
Forms alliances with opponents of his opponents.
Learns opponent's strengths and weaknesses.
Is aggressive in pursuing goals.
Does not revel on old glories, but create new ones.
Uses diverse points of view in planning.

Assures that everyone knows their roles and makes sure that everyone is equipped with the necessary resources to contribute.

Is always ready and alert.
Monitors activities in the operating environment.

Uses "what if" speculation to stretch thinking in the direction of opportunities and possibilities.

Uses the art of “what's possible.” Considers all possibilities.

Studies the intention and logic of opponent's tactics in order to determine their objectives.

Acts offensively.

Reference

Dr Charles Albano, U.S.A.

back to Articles list »