What Is Strategic Thinking? Stuart Wells, Irene Sanders, Michel Robert, David Aaker, Patrick Sullivan, Gary Hamel, Kenichi Ohmae, Martha Amram, Rene Tissen strategic thinking, characteristics trends, planning paradigm, critical issue, seeing future, right questions  
   

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What Is Strategic Thinking?

 "
  • What are the most critical questions to ask when devising strategy?
  • How can my organization facilitate strategic thinking at all levels?
  • How is strategic thinking different from strategic planning?"

    Stuart Wells, Irene Sanders, Michel Robert, David Aaker, Patrick Sullivan, Gary Hamel, Kenichi Ohmae, Martha Amram, Rene Tissen

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    Following are the titles and brief quotes from the Concept Extracts that make up this Book Extract Suite.
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    What is Strategic Thinking?
    "Strategic thinking produces a vision, a profile of what an organization wants to become, which then helps managers make vital choices."
    From: Strategy Pure & Simple II; Michel Robert; 1998 McGraw Hill Professional Book Group
    Determining the Critical Issue
    "By failing to grasp the critical issues, too many senior managers today impose great anxiety on themselves and their subordinates, whose efforts end in failure and frustration."
    From: The Mind of the Strategist; Kenichi Ohmae; 1982 McGraw Hill Professional Book Group
    Seeing the Future
    "As a benchmark, our experience suggests that to develop a prescient and distinctive point of view about the future, a senior management team must be willing to spend about 20 to 50% of its time, over a period of several months."
    From: Competing for the Future; Gary Hamel; 1994 Harvard Business School Press
    Strategic Market Management: Characteristics and Trends
    "Several distinct characteristics and trends have emerged in the strategy field."
    From: Developing Business Strategies; David Aaker; 1998 John Wiley & Sons, Inc.
    Asking the Right Questions
    "The idea of strategy is being immersed in thought, asking provocative questions, engaging in trying to find answers, and acting decisively even though the answer is not fully formed."
    From: Choosing the Future; Stuart Wells; 1998 Butterworth-Heinemann
    Discerning the Relative Importance of Different Kinds of Knowledge
    "Knowledge that is unique to the firm, that provides it with opportunities to develop unique combinations of assets (intangible and tangible), is more valuable than generic knowledge that can be accessed widely in the marketplace."
    From: Value-Driven Intellectual Capital; Patrick Sullivan; 2000 John Wiley & Sons, Inc.
    Mega-Strategies for the Knowledge Economy
    "For too long, our strategic thinking has kept us confined to the box. It is now time to jump out of that box, to jump out and grasp the future, not as something which is inevitable and beyond our control, but rather, as something we actually create."
    From: The Knowledge Dividend; Rene Tissen; 2000 Financial Times/Prentice Hall
    From Forecasting to Foresight
    "Foresight is the ability to see what is emerging."
    From: Strategic Thinking and the New Science; Irene Sanders; 1998 Free Press
    The New Planning Paradigm
    "The new planning paradigm acknowledges and even embraces the messiness of social, economic, demographic, and political phenomena as well as emerging events and issues."
    From: Strategic Thinking and the New Science; Irene Sanders; 1998 Free Press
    Uncertainty Creates Opportunity
    "Too often, managers treat the forecast as reality, creating an illusion of certainty about the numbers."
    From: Real Options; Martha Amram; 1999 Harvard Business School Press
     
    Key Phrases in this Suite:
    strategic thinking, characteristics trends, planning paradigm, critical issue, seeing future, right questions, kinds knowledge, knowledge economy, forecasting foresight, creates opportunity, new planning, new planning paradigm, competing future, business strategies, real options, new science, simple ii, knowledge dividend, mind strategist, intellectual capital, determining critical, determining critical issue, strategic market, market management, management characteristics, strategic market management, market management characteristics, management characteristics trends, asking right, asking right questions, discerning relative, relative importance, importance different, different kinds, discerning relative importance, relative importance different, importance different kinds, different kinds knowledge, mega-strategies knowledge, mega-strategies knowledge economy, uncertainty creates, uncertainty creates opportunity, jump out, Stuart Wells, Irene Sanders, Michel Robert, David Aaker, Patrick Sullivan, Gary Hamel, Kenichi Ohmae, Martha Amram, Rene Tissen


    Books at MeansBusiness by: Stuart Wells
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    Books at MeansBusiness by: Rene Tissen
    		 
             


     
    		 
               
         
     
     



    Strategy & Competition
    Book Summaries

    Achieving the Competitive Edge A Practical Guide to World Class Competition | Harry Jackson, Normand Frigon|1996
    All the Right Moves A Guide to Crafting Breakthrough Strategy | Constantinos Markides|2000
    Alliance Competence Maximizing the Value of Your Partnerships | Robert Spekman, Lynn Isabella|2000
    The Balanced Scorecard Translating Strategy into Action | Robert Kaplan, David Norton|1996
    Best Practices in Organization Development and Change Culture, Leadership, Retention, Performance, Coaching | Louis Carter, David Giber, Marshall Goldsmith|2001
    Beyond Strategic Vision Effective Corporate Action with Hoshin Planning | Michael Cowley, Ellen Domb|1997
    The Biology of Business Decoding the Natural Laws of Enterprise | John Henry Clippinger|1999
    The Board Member's Guide to Strategic Planning A Practical Approach to Strengthening Nonprofit Organizations | Fisher Howe|1997
    The Book of Business Wisdom Classic Writings by the Legends of Commerce and Industry | Peter Krass|1997
    Breaking Through Culture Shock What You Need to Succeed in International Business | Elisabeth Marx|1999
    Building the Flexible Firm How to Remain Competitive | Henk Volberda|1998
    Building Strategic Relationships How to Extend Your Organization's Reach Through Partnerships, Alliances, and Joint Ventures | William Bergquist, Juli Betwee, David Meuel|1995
    Business Beyond the Box Applying Your Mind for Breakthrough Results | John O'Keeffe|1999
    Capitalize on Merger Chaos Six Ways to Profit from your Competitors' Consolidation and Your Own | Thomas Grubb, Robert Lamb|2000
    Choosing the Future The Power of Strategic Thinking | Stuart Wells|1998
    Co-opetition 1. A Revolutionary Mindset That Combines Competition and Cooperation; 2. The Game Theory Strategy That's Changing the Game of Business | Adam Brandenburger, Barry Nalebuff|1996
    The Collaboration Challenge How Nonprofits and Businesses Succeed Through Strategic Alliances | James Austin|2000
    Collaborative Advantage Winning Through Extended Enterprise Supplier Networks | Jeffrey Dyer|2000
    Competence-Based Competition | Gary Hamel, Aime Heene|2000
    Competing for the Future Gary Hamel, Prahalad|1994
    Competing in the Third Wave The Ten Key Management Issues of the Information Age | Jeremy Hope, Tony Hope|1997
    Competing on the Edge Strategy as Structured Chaos | Shona Brown, Kathleen Eisenhardt|1998
    Competitor Intelligence Turning Analysis into Success | David Hussey, Per Jenster|1999
    Competitors Outwitting, Outmaneuvering, and Outperforming | Liam Fahey|1999
    The Complete Guide to Mergers and Acquisitions Process Tools to Support M&A Integration at Every Level | Timothy Galpin, Mark Herndon|2000
    Cooperate to Compete Building Agile Business Relationships | Kenneth Preiss, Steven Goldman, Roger Nagel|1996
    Cooperative Strategy Competing Successfully through Strategic Alliances | Pierre Dussauge, Bernard Garrette|1999
    Corporate Strategy Resources and the Scope of the Firm | David Collis, Cynthia Montgomery|1997
    Corporate-Level Strategy Creating Value in the Multibusiness Company | Michael Goold, Andrew Campbell, Marcus Alexander|1994
    Creating Value Shaping Tomorrow's Business | Shiv Mathur, Alfred Kenyon|1997
    Customer Connections New Strategies for Growth | Robert Wayland, Paul Cole|1997
    The Death of Competition Leadership & Strategy In the Age of Business Ecosystems | James Moore|1997
    Developing Business Strategies | David Aaker|1998
    The Differentiated Network Organizing Multinational Corporations for Value Creation | Nitin Nohria, Sumantra Ghoshal|1997
    Digital Capital Harnessing the Power of Business Webs | Don Tapscott, David Ticoll, Alex Lowy|2000
    Digital Darwinism 7 Breakthrough Business Strategies for Surviving in the Cutthroat Web Economy | Evan Schwartz|1999
    The Digital Estate Strategies for Competing, Surviving, and Thriving in an Internetworked World | Chuck Martin|1997
    Don't Jump to Solutions Thirteen Delusions that Undermine Strategic Thinking | William Rouse|1998
    Driven How Human Nature Shapes Our Choices | Paul Lawrence, Nitin Nohria|2002
    The Ecology of Commerce A Declaration of Sustainability | Paul Hawken|1994
    The Fast Forward MBA in Business Quick Tips, Speedy Solutions, Cutting-Edge Ideas | Virginia O'Brien|1996
    Fictions of Business Insights on Management from Great Literature | Robert Brawer|1998
    Focus The Future of Your Company Depends on It | Al Ries|1996
    From the Ground Up Six Principles for Building the New Logic Corporation | Edward Lawler|1996
    Future Firms How America's High Technology Companies Work | Eric Bolland, Charles Hofer|1998
    Futurize Your Enterprise Business Strategy in the Age of the E-Customer | David Siegel|1999
    Germany, Inc. The New German Juggernaut and Its Challenge to World Business | Werner Meyer-Larsen|2000
    High-Impact Consulting How Clients and Consultants can Leverage Rapid Results into Long-Term Gains | Robert Schaffer|1997
    Implementing Your Strategic Plan How to Turn "Intent" Into Effective Action for Sustainable Change | Davis Fogg|1999
    Innovation Breakthrough Thinking at 3M, DuPont, GE, Pfizer, and Rubbermaid | Rosabeth Kanter, John Kao, Fred Wiersema|1997
    The Innovator's Dilemma When New Technologies Cause Great Firms to Fail | Clayton Christensen|1997
    Inside the Kaisha Demystifying Japanese Business Behavior | Noboru Yoshimura, Philip Anderson|1997
    Jumping the Curve Innovation and Strategic Choice in an Age of Transition | Nicholas Imparato, Oren Harari|1994
    Kaizen The Key to Japan's Competitive Success | Masaaki Imai|1986
    Making Strategy Work Building Sustainable Growth Capacity | Timothy Galpin|1997
    Managing Across Borders The Transnational Solution | Christopher Bartlett, Sumantra Ghoshal|1998
    Managing With A Global Mindset | Jean-Pierre Jeannet|2000
    The Market Makers How Leading Companies Create and Win Markets | Daniel Spulber|1998
    The McKinsey Way Using the Techniques of the World's Top Strategic Consultants to Help You and Your Business | Ethan Rasiel|1999
    MetaCapitalism The e-Business Revolution and the Design of 21st-Century Companies and Markets | Grady Means, David Schneider|2000
    The Mind of the Strategist The Art of Japanese Business | Kenichi Ohmae|1982
    Modern Competitive Analysis | Sharon Oster|1999
    Multinational Strategic Alliances | Robert Mockler|1999
    New World, New Rules The Changing Role of the American Corporation | Marina Whitman|1999
    The Origin and Evolution of New Businesses | Amar Bhide|2000
    PartnerShift How to Profit from the Partnering Trend | Ed Rigsbee|2000
    Perspectives on Strategy from the Boston Consulting Group | Carl Stern, George Stalk|1998
    The Portable MBA Robert Bruner, Mark Eaker, Edward Freeman, Elizabeth Olmsted Teisberg, Robert Spekman|1998
    The Power of Alignment How Great Companies Stay Centered and Accomplish Extraordinary Things | George Labovitz, Victor Rosansky|1997
    The Power of Strategic Thinking Lock in Markets, Lock out Competitors | Michel Robert|2000
    The Power of Two How Companies of All Sizes Can Build Alliance Networks That Generate Business Opportunities | John Conlon, Melissa Giovagnoli|1998
    Private Sector Strategies for Social Sector Success The Guide to Strategy and Planning for Public and Nonprofit Organizations | Kevin Kearns|2000
    Process Innovation Reengineering Work Through Information Technology | Thomas Davenport|1993
    Race for the World Strategies to Build a Great Global Firm | Lowell Bryan, Jane Fraser, Jeremy Oppenheim, Wilhelm Rall|1999
    Ready-Aim-Fire Problem Solving A Strategic Approach to Innovative Decision Making | Geoff Cox|2000
    Real Time Strategic Change How to Involve an Entire Organization in Fast and Far-Reaching Change | Robert Jacobs|1997
    The Rhythm of Business The Key to Building and Running Successful Companies | Jeffrey Shuman|1998
    Scenarios The Art of Strategic Conversation | Kees van der Heijden|1996
    The Six Sigma Revolution How General Electric and Others Turned Process Into Profits | George Eckes|2000
    The Six Sigma Way How GE, Motorola, and Other Top Companies Are Honing their Performance | Peter Pande, Robert Neuman, Roland Cavanagh|2000
    Smart Alliances A Practical Guide to Repeatable Success | John Harbison, Peter Pekar|1998
    Strategic Market Management | David Aaker|1998
    Strategic Operations Competing Through Capabilities | Robert Hayes, Gary Pisano, David Upton|1996
    Strategies for High Performance Organizations Employee Involvement, TQM, and Reengineering Programs in Fortune 1000 Corporations | Edward Lawler, Susan Albers Mohrman, Gerald Ledford|1998
    Strategy Pure & Simple II How Winning Companies Dominate Their Competitors | Michel Robert|1998
    The Thinking Manager's Toolbox Effective Processes for Problem Solving & Decision Making | William Altier|1999
    Thunderbird on Global Business Strategy The Faculty of Thunderbird,The American Graduate School of International Management | Robert Grosse|2000
    TransCompetition Moving Beyond Competition and Collaboration | Harvey Robbins, Michael Finley|1998
    The Ultimate Book of Business Thinking Harnessing the Power of the World's Greatest Business Ideas | Des Dearlove|2000
    Value Migration How To Think Several Moves Ahead of the Competition | Adrian Slywotsky|1996
    The Value Net A Tool for Competitive Strategy | Cinzia Parolini|1999
    Value-Creating Growth How to Lift Your Company to the Next Level of Performance | Thomas Doorley, John Donovan|1999
    Vital Signs Using Quality, Time, and Cost Performance Measurements to Chart Your Company's Future | Steven Hronec|1993
    The WarRoom Guide to Competitive Intelligence Steven Shaker, Mark Gembicki|1999
    Wharton on Dynamic Competitive Strategy | George Day, David Reibstein|1997
    Wharton on Managing Emerging Technologies | George Day, Paul Schoemaker|2000
    Winning Business Proposals | Deiric McCann|2000
    Winning the Race for Value Strategies to Create Competitive Advantage in the Emerging "Age of Abundance" | Barry Sheehy, Hyler Bracey, Rick Frazier|1996



    Strategy & Competition
    Book Extract Suites
    Each Suite contains extracts from 3 to 10 books focused on a single business concept

  • Corporate Mission & Vision
    • Mission, Vision, and Corporate Culture Don Tapscott, Paul Levesque, Jeff Cartwright, Paul Taffinder, Philip Weinzimer, Stephan Haeckel, Eugene Marlow, Patricia O'Connor Wilson, Robert Simons
    • Defining the Value Proposition Thomas Hargraves, Edward Wakin, John Sifonis, Steven Wheeler, Evan Hirsh, Martin Deise, Conrad Nowikow, Patrick King, Amy Wright, James Cortada, Charles Grantham, with John Kador, Ravi Kalakota, Stacey Bressler, Amir Hartman, Liam Fahey, Jeremy Hope, Tony Hope, Marcia Robinson
  • The Need for Strategic Thinking
    • What Is Strategic Thinking? Martha Amram, Kenichi Ohmae, Rene Tissen, Daniel Andriessen, Frank Lekanne Deprez, David Aaker, Irene Sanders, Patrick Sullivan, Gary Hamel, Stuart Wells, Nalin Kulatilaka, Michel Robert, Prahalad
    • Developing a Global Perspective John Henry Clippinger, Marshall Goldsmith, Rene Tissen, Daniel Andriessen, Frank Lekanne Deprez, Jean-Pierre Jeannet, Richard Schubert, Jane Fraser, Lowell Bryan, Jeremy Oppenheim, Wilhelm Rall, Sharon Oster, Richard Beckhard, Browning Rockwell, Frances Hesselbein
  • Strategic Planning Approaches
    • Strategic Planning Tools Malcolm McDonald, Robert Kaplan, Warren Keegan, Robert Randall, George Day, David Aaker, James Antos, Sharon Oster, Irene Sanders, Kumar, James Brimson, Stuart Wells, Robert Duboff, Jim Spaeth, Liam Fahey, David Norton
    • Strategic Plan Implementation Price Waterhouse, Geary Rummler, Alan Brache, James Knight, David Hussey, Per Jenster, Jay Schuster, Patricia Zingheim, Robert Jacobs, Jim Matheson, David Matheson, James Best, Dave Ulrich
  • Business Models & the Value Chain
    • Working Within the Value Chain John Henry Clippinger, Martin Deise, Conrad Nowikow, Patrick King, Amy Wright, Joseph Pine, Mark Scott, Liam Fahey, James Brian Quinn, Ron Ashkenas, Dave Ulrich, Todd Jick, Steve Kerr
    • Establishing a Business Model Don Tapscott, Robert Blonchek, Martin O'Neill, Robert Miles, Stephan Haeckel, Alex Lowy, David Ticoll, David Evanson, Adrian Slywotsky, David Bovet, Joseph Martha
    • Ecosystem Participation Adam Brandenburger, Philip Evans, Don Tapscott, Barry Nalebuff, Martin Deise, Conrad Nowikow, Patrick King, Amy Wright, John Hagel, James Moore, Alex Lowy, David Ticoll, Art Caston, David Bovet, Marc Singer, Thomas Wurster, Joseph Martha
  • Leveraging Core Competencies
    • Identifying Core Competencies Michael Hruby, Norm Smallwood, Maurice Greaver, Gary Hamel, Liam Fahey, James Brian Quinn, Jeremy Hope, Tony Hope, Jordan Baruch, Karen Anne Zien, Jack Zenger, Dave Ulrich, Prahalad, Timothy Galpin, Dorothy Leonard
    • Competency-based Partnering and Outsourcing Price Waterhouse, John Buckley, Maurice Greaver, William Bergquist, Juli Betwee, David Meuel, Robert Chapman, Kathleen Andrade, Gifford Pinchot, Elizabeth Pinchot, Allan Kennedy, James Brian Quinn, Jordan Baruch, Karen Anne Zien, James Best, Terrence Deal
  • Aligning Goals & Strategy
    • Aligning the Organization with Strategy Robert Kaplan, Jerry Luftman, James Antos, James McTaggart, Peter Kontes, Michael Mankins, James Brimson, Gary Hamel, Davis Fogg, Eric Bolland, Charles Hofer, David Norton, Thomas Davenport, Prahalad
    • Aligning the Organization with the Market Geoffrey Moore, Michael de Kare-Silver, Philip Kotler, Jay Schuster, Patricia Zingheim, Adrian Slywotsky, Frederick Reichheld, Mark Scott, Liam Fahey, Robert Spekman, Lynn Isabella
  • Maintaining Competitive Advantage
    • Forms of Competitive Advantage David Aaker, Ian Gordon, Jane Fraser, Lowell Bryan, Jeremy Oppenheim, Wilhelm Rall, Paul Taffinder, John Harbison, Peter Pekar, Shiv Mathur, Alfred Kenyon, David Nadler, Elise Walton, Robert Bruce Shaw, George Day, David Reibstein, Gary Pisano
    • Sustainable Competitive Advantage Adam Brandenburger, David Aaker, Barry Nalebuff, Martin Deise, Conrad Nowikow, Patrick King, Amy Wright, David Nadler, Elise Walton, Hermann Simon, Nicholas Imparato, Oren Harari, Robert Bruce Shaw, George Stalk, Frederick Reichheld, Peter Keen, Liam Fahey, Mohamed Zairi, Carl Stern
    • Using Competitive Analysis Adam Brandenburger, Jonathan Story, David Aaker, Barry Nalebuff, Cynthia Montgomery, James Moore, David Collis, Liam Fahey, Mark Clemente, David Greenspan
  • Disruptions & Discontinuities
    • Types of Disruptions James Utterback, Geoffrey Moore, William Fulmer, Clayton Christensen, David Nadler, Winslow Farrell, Peter Drucker
    • Responding to Disruptions John Oleson, Michael Fradette, Steve Michaud, David Nadler, Elise Walton, Shona Brown, Kathleen Eisenhardt, Robert Bruce Shaw, Daryl Conner, Winslow Farrell, Johan Roos, Peter Drucker, Michael Lissack
  • Mergers & Acquisitions
    • Criteria for Mergers & Acquisitions John Harbison, Peter Pekar, Jeffrey Hooke, Bruce Wasserstein, Patrick Sullivan, Romesh Vaitilingam, Andrew Sherman, Alfred Rappaport, Mitchell Lee Marks, Philip Mirvis, Dean LeBaron, Mark Clemente, David Greenspan
    • Implementing Mergers & Acquisitions Harrison Owen, Mark Herndon, Stephen Redwood, Charles Goldwasser, Simon Street, Bruce Wasserstein, Andrew Sherman, Mark Feldman, Michael Spratt, Edgar Schein, Mark Clemente, David Greenspan, Alexandra Reed Lajoux, Fred Weston, Timothy Galpin
    • See additional works by: Stuart Wells, Irene Sanders, Michel Robert, David Aaker, Patrick Sullivan, Gary Hamel, Kenichi Ohmae, Martha Amram, Rene Tissen, What Is Strategic Thinking?

    You'll find in-depth information on the following topics at this site:

    What Is Strategic Thinking?, Stuart Wells, Irene Sanders, Michel Robert, David Aaker, Patrick Sullivan, Gary Hamel, Kenichi Ohmae, Martha Amram, Rene Tissen, strategic thinking, characteristics trends, planning paradigm, critical issue, seeing future, right questions, kinds knowledge, knowledge economy, forecasting foresight, creates opportunity, new planning, new planning paradigm, competing future, business strategies, real options, new science, simple ii, knowledge dividend, mind strategist, intellectual capital, determining critical, determining critical issue, strategic market, market management, management characteristics, strategic market management, market management characteristics, management characteristics trends, asking right, asking right questions, discerning relative, relative importance, importance different, different kinds, discerning relative importance, relative importance different, importance different kinds, different kinds knowledge, mega-strategies knowledge, mega-strategies knowledge economy, uncertainty creates, uncertainty creates opportunity, jump out, Stuart Wells, Irene Sanders, Michel Robert, David Aaker, Patrick Sullivan, Gary Hamel, Kenichi Ohmae, Martha Amram, Rene Tissen, What Is Strategic Thinking?, Strategy & Competition, Stuart Wells, Irene Sanders, Michel Robert, David Aaker, Patrick Sullivan, Gary Hamel, Kenichi Ohmae, Martha Amram, Rene Tissen, Acquisitions, Alliances, Balanced scorecard, Benchmarking, Best practices, Chaos theory, Competitive advantage, Continuous improvement, Diversification, Economic value added, Global strategies, Mergers, Scenario planning, Strategic business units, Strategic capabilities, Strategic planning, Total Quality Management, Value chain, Virtual organization, Stuart Wells, Irene Sanders, Michel Robert, David Aaker, Patrick Sullivan, Gary Hamel, Kenichi Ohmae, Martha Amram, Rene Tissen, Strategy & Competition

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    What Is Strategic Thinking? Stuart Wells, Irene Sanders, Michel Robert, David Aaker, Patrick Sullivan, Gary Hamel, Kenichi Ohmae, Martha Amram, Rene Tissen strategic thinking, characteristics trends, planning paradigm, critical issue, seeing future, right questions, kinds knowledge, knowledge economy, forecasting foresight, creates opportunity, new planning, new planning paradigm, competing future, business strategies

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