Phenomenon of Strategic Thinking

Strategic thinking is often harder in large and more bureaucratic / political organizations structures. It is often best done in small groups.
Strategic thinking can often be done without an elaborate process – indeed too much process of the wrong kind can inhibit the creativity which is at its very core.
Organizations often omit to think strategically even when the need to do so is staring them in the face.
Getting the value out of strategic thinking sometimes does not require deploying vast resources and effort. Instead it depends on getting creative leverage out of ideas – to obtain at least ten things for the price of one.
Strategic thinking demands thinking through not merely what you can do or need to do, but also what others are likely to do (not merely spontaneously, but also as a knock-off effect of your own actions).
Strategic thinking involves a continuous scanning of the environment to identify disruptive change and the sudden take-off of opportunities.
It also requires imagination, along with the willingness to tell stories about the future, which may or may not happen – scenarios which are a guide to further thought. By extending one’s awareness in the future, far more insights about the possible are created.

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