Strategic Thinking: How Do You Define It?
By Mike Brown
When it comes right down to it, some business leaders view all of these as getting in the way and mucking up business by adding time, cost, and complexity when these leaders just want to go do things.
It’s not easy for people to dispute focusing on “what matters,” particularly when trying to push for something tactical and insignificant as VITALLY important. This definition helps cause someone trying to position a pet project or pet peeve as a big business issue to put up or shut up and relate it to the organization’s overall objectives.
“Insight” is easier to make stick than “innovation” in the definition; leaders aren’t looking to be “dumb” about what they are trying to get done, even if they are quite content with approaching it in a “status quo” way.
How do you define strategic thinking?
This may not be everyone’s point of view, but the clear implication for us the past few years is this: the simpler and more straightforward the definitions, process, and deliverables of strategy thinking and strategic planning are, the more likely something successful will happen.
Mike Brown is the founder of the Brainzooming Group. He has been at the forefront of leading Fortune 500 culture change, contributing new approaches in research, developing simplified tools for innovation, strategy planning, and aligning sales, marketing, and communications strategies for maximum business results. Additionally, he’s won multiple awards for his strategic brand-building approach to customer experiences in NASCAR and conference event marketing efforts.