Phenomenon of Strategic Thinking
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Strategic thinking is often harder in large and more bureaucratic / political organizations structures. It is often best done in small groups.
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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.
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Organizations often omit to think strategically even when the need to do so is staring them in the face.
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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.
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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).
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Strategic thinking involves a continuous scanning of the environment to identify disruptive change and the sudden take-off of opportunities.
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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.