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6 Habits of True Strategic Thinkers

6 Habits of True Strategic Thinkers
In the beginning, there was just you and your partners. You did every job. You coded, you met with investors, you emptied the trash and phoned in the midnight pizza. Now you have others to do all that and it's time for you to "be strategic." Whatever that means. If you find yourself resisting "being strategic," because it sounds like a fast track to irrelevance, or vaguely like an excuse to slack off, you're not alone. This is a tough job, make no mistake. After two decades of advising organizations large and small, my colleagues and I have formed a clear idea of what's required of you in this role. Anticipate Most of the focus at most companies is on what’s directly ahead. Look for game-changing information at the periphery of your industrySearch beyond the current boundaries of your businessBuild wide external networks to help you scan the horizon better Think Critically “Conventional wisdom” opens you to fewer raised eyebrows and second guessing. Interpret Ambiguity is unsettling. Decide

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Core Competence Analysis - Problem Solving Techniques from MindTools Building Sustainable Competitive Advantage What makes you stand out from the crowd? © iStockphoto/abzee The idea of "core competences" is one of the most important business ideas currently shaping our world. Why Flexible Interpretation is Key in Strategic Thinking Uncertainty can be scary – but what is even scarier is how insidious the human mind can be in the face of uncertainty. To make sense of the continuous stream of data being pelted at us from every direction, our mind creates filters so that we can survive and function. These filters are so effective that only about five percent of the stimuli trickle through. Your mind has become your worst enemy– it only lets through information that conforms to your current beliefs and expectations. When faced with new data and important decisions, that can be really bad, deadly even.

4 Secrets of Great Critical Thinkers In 2009, J D Wetherspoon, a chain of more than 800 pubs in the UK, was facing declining sales. Demand for beer had been down for five years. In addition, pricing pressure from super market chains was intense, and higher alcohol taxes further squeezed its already tight margins. What would you say is the company's real business problem? Most people see it as a sales problem and recommend better marketing and promotion. But this reflex may be wrong. 8 Visionaries on How They Spot the Future Paul Saffo A longtime technology forecaster, Saffo is a managing director at the Silicon Valley investment research firm Discern. Formerly the director of the Institute for the Future, he is also a consulting professor in Stanford University’s engineering department. There are four indicators I look for: contradictions, inversions, oddities, and coincidences.

What makes a good team By Ben Fletcher Ben is Professor of Personal & Organizational Development at the University of Hertfordshire, England. Teamwork is about team work, not about team players. Sounds simple, but that statement cuts across key research on teams in the workplace. Business Model Canvas Business Model Canvas: nine business model building blocks, Osterwalder, Pigneur & al. 2010 The Business Model Canvas is a strategic management and lean startup template for developing new or documenting existing business models.[1][2] It is a visual chart with elements describing a firm's or product's value proposition, infrastructure, customers, and finances.[3] It assists firms in aligning their activities by illustrating potential trade-offs. The Business Model Canvas was initially proposed by Alexander Osterwalder[4] based on his earlier work on Business Model Ontology.[5] Since the release of Osterwalder's work in 2008, new canvases for specific niches have appeared, such as the Lean Canvas.[6] The Business Model Canvas[edit] Formal descriptions of the business become the building blocks for its activities. InfrastructureKey Activities: The most important activities in executing a company's value proposition.

Leadership: 4 Traits of Incredibly Effective Delegators Before opening my business, I worked for a lot of companies--big and small, corporate and family run, traditional and innovative. I encountered many types of managers, and I learned that those who managed best were those who allowed staff members to think boldly, to move swiftly, and to do so with a game plan rather than a rulebook. When it came time to open Metal Mafia, I knew that I wanted my company to be a place that valued motivation and maverick thinking over micromanagement.

How To Use APA Format in Powerpoint Much like how citations in term papers are organized based on formal rules, citations in PowerPoint presentations follow the APA format. Whether the references are based on printed text or online sources, the APA format is essential for researchers to track the origins of the facts mentioned in the presentation. Here are the steps for using the APA format in PowerPoint. Mention an author’s name and the date of publication after you use his research in your slide. (Maxwell, 1999), for example, means you have used text from Maxwell’s book which was published in 1999. Don’t forget to contain the citation and parenthesis and end it with a period.Use quotation marks for text directly lifted from an author’s work.

If You're Not Pissing Someone Off, You're Probably Not Innovating - Philip Auerswald by Philip Auerswald | 9:58 AM May 4, 2012 As the editor of the journal Innovations, I’m asked with some regularity, “So, what is innovation anyhow? How would you…”? (eyebrows usually furrow here) “… define it?” Since I don’t particularly enjoy debating definitions, I usually respond by saying: “That’s a difficult question. But one thing is for sure: If you’re not pissing someone off, it’s probably not innovation.”

Lead With Value - Motivational Approach to Good Impressions Lead With Value - Motivational Approach to Good Impressions Did you know in Europe it’s rude to ask someone what they do? This is probably because they have a few more centuries experience than North Americans regarding horrible answers. You see, if you don’t answer this question properly, you’ll end up with unintended confusion. For example, here’s how cynics interpret the answer to, “So, what do you do?”

Strategic Thinking Exercises - 13 Point Strategic Change Management Checklist As we mentioned recently, we’re on the lookout everywhere for strategic thinking exercises to share. We spotted a recent “Inside the Executive Suite” feature from the Armada Executive Intelligence Briefing featuring a thirteen-question checklist for strategic change management. The origin for the strategic change management list was two stories in the Wall Street Journal. One story covered Wal-Mart CEO Doug McMillon and the other Apple CEO, Tim Cook. Both CEOs are in the midst of trying to change what have been very successful companies over the long-term. The New Psychology of Strategic Leadership The Idea in Brief Firms typically cluster around a few strategic positions, leaving others unoccupied. The intense competition on those occupied mountaintops makes it hard for firms to gain attractive returns. Superior opportunities lie on the unoccupied mountaintops.

150 Free Textbooks: A Meta Collection Free textbooks (aka open textbooks) written by knowledgable scholars are a relatively new phenomenon. Below, find a meta list of 200 Free Textbooks, and check back often for new additions. Also see our online collection, 1200 Free Online Courses from Top Universities. Art History A Textbook of the History of Painting by John Charles Van Dyke, Rutgers Biology

The Art of Observation and How to Master the Crucial Difference Between Observation and Intuition by Maria Popova Why genius lies in the selection of what is worth observing. “In the field of observation,” legendary disease prevention pioneer Louis Pasteur famously proclaimed in 1854, “chance favors only the prepared mind.” “Knowledge comes from noticing resemblances and recurrences in the events that happen around us,” neuroscience godfather Wilfred Trotter asserted. That keen observation is what transmutes information into knowledge is indisputable — look no further than Sherlock Holmes and his exquisite mindfulness for a proof — but how, exactly, does one cultivate that critical faculty?

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