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Strategic thinking is a mental or thinking process applied by individuals and within organizations in the context of achieving a goal or set of goals.. When applied in an organizational strategic management process, strategic thinking involves the generation and application of unique business insights and opportunities intended to create competitive advantage for a firm or organization.
Strategic planning is an organization's process of defining its strategy or direction, and making decisions on allocating its resources to attain strategic goals.. Furthermore, it may also extend to control mechanisms for guiding the implementation of the strategy.
People who possess a strategist mindset are generally capable of doing well in any possible field due to the various traits that they own [citation needed]. Strategists tend to follow a career path that challenges them mentally in terms of development, and seek to work with people who are in the same caliber in terms of intelligence and ...
The second major process of strategic management is implementation, which involves decisions regarding how the organization's resources (i.e., people, process and IT systems) will be aligned and mobilized towards the objectives. Implementation results in how the organization's resources are structured (such as by product or service or geography ...
A chief strategy officer (CSO) is an executive that usually reports to the CEO and has primary responsibility for strategy formulation and management, including developing the corporate vision and strategy, overseeing strategic planning, and leading strategic initiatives, including M&A, transformation, partnerships, and cost reduction.
The father of Western modern strategic study, Carl von Clausewitz, defined military strategy as "the employment of battles to gain the end of war." B. H. Liddell Hart's definition put less emphasis on battles, defining strategy as "the art of distributing and applying military means to fulfill the ends of policy". [10]
People in this group say things like, “They messed up.” “They should have done that better.” “They should have planned this more carefully.” Effective strategy processes move the “we/they” line down in the organization so that more people use the word “we” and take ownership for making things happen and making things better ...
A.G. Lafley, the CEO of P&G, uses the OGSM tool (as illustrated in OGSM § Considerations) to provide a framework for organizing the discussion about goals and strategic direction. [ 1 ] [ 7 ] [ 8 ] While notably implemented at fortune 500 companies, startups [ 9 ] and SMBs also use OGSMs to create strategic alignment.