Planning based on complex scenarios
Introduction
Strategic thinking is defined as a thought process applied by an individual in the context of achieving success in a game or other activity. In the field of management, strategic thinking involves the generation and application of ideas and opportunities aimed at creating a competitive advantage for a company or an organization.[1] It can be done individually, as well as by collaboration between key people who can positively alter the future of the organization. A strategic thinking group can create more value by enabling a proactive and creative form of dialogue, where people can gain critical perspectives and complex issues from others. This is considered a benefit in the highly competitive and changing world of business.[2].
Overview
Strategic thinking includes finding and developing a strategic foresight capability for an organization, by exploring all organizational futures, and challenging conventional thinking to encourage decision making today. Recent strategic thinking points increasingly clearly toward the conclusion that the critical strategic question is not "What?" conventional, but "Why?" or "How?"[3] The work of Henry Mintzberg[4][5] and other authors[6][7] further support the conclusion, and also draw a clear distinction between strategic thinking and strategic planning, another important strategic management thought process.[8].
General André Beaufre") wrote in 1963 that strategic thinking "is a mental process, both abstract and rational, that must be able to synthesize psychological and material data. The strategist must have a great capacity for analysis and synthesis; "analysis is necessary to gather the data on which you make your diagnosis, synthesis to produce from these data the diagnosis itself, and diagnosis in fact amounts to a choice between alternative courses of action."[9].
There is no generally accepted definition for strategic thinking, no common agreement as to its role or importance, and no standardized list of key competencies of strategic thinkers.[10] There is also no consensus on whether strategic thinking is a rare ideal or a common, observable property of strategy. Most agree that traditional strategizing models, which rely primarily on strategic planning, do not work.[11][12][13] Strategy in today's competitive business landscape is moving away from basic 'strategic planning' to more 'strategic thinking' to remain competitive. However, both thought processes must work hand in hand for maximum benefit. It has been argued that the true heart of strategy is the "strategist"; and for better strategy, execution requires a strategic thinker who can discover new and imaginative strategies that can rewrite the rules of the competitive game; and set in motion the chain of events that will shape and "define the future".[14][15].