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Strategic Thinking, takes you step by step through the questions to ask, in order to formulate strategies and write clear and concise strategic plans. Based on three core actions - creating knowledge, innovating ideas and implementing change - Strategic Thinking consists of hundreds of examples and advice on: how to gain a deeper understanding of your market; how to develop a strategic vision; how to think critically about proposals; how to survive and thrive in a recession; how to implement and manage strategic changes.
[...]... is for convenience of publication In practice, strategi c leadership and strategic thinking are mutually reinforcing Part II sets out a simple nine- step approach (the 9S© Approach) that helps you to create and present strategy, and to implement and manage stra tegic changt'o In the Case Study in Part I, we will look at styles of lea d ership and managemenl that have proved effective in s trategic leaders,... implementation from their managers (see Part II, Step 9) In a small owner-managed business, or in a small -to- medium sized enterprise (SME), the manager, the marketer and the entrepreneur m ay be one and the sam e person This book is concerned with h ow marketers and managers can learn to lead and think s trategically Part I focuses on strategic leadership and Part II on strategi c thinking This separation... critical thinking Metaphors as aids to memory and recollection Because metaphors can generate visual images that have emotional associations, they are easy to recall New information is more easily connected to images that are already familiar, like birds, animals or sports players (Buzan, 1993) The new information is easier to recall The new information can be 'parked' - as in a Microsoft or Mac 'window' -... Conversational Thinking I wonder what that was all about What does it mean? What really happened and so what? What can we learn from this and where do we go from here? Recollective Thinking What was seen, heard and by whom? Who felt and thought what? What actually was said at the time and in what sequence? What else do we know? What was the picture? Visual Thinking Conversational Thinking Remembering all... their allegiance Young people are more likely to give allegiance to those whom they perceive to be helpful, than to those whom they perceive to have power - to those who think strategically, rather than to those who appear to be thoughtless A distinguishing characteristic of those who think strategically and lead strategically, is that they are better than others at creating and communicating intent and. .. was brain-based communication This brain-based strategic communication was provided by West German television Strategic leaders need to use emotional images and frequent repetition to communicate aim, purpose and direction They n eed the patience to do so repeatedly, thereby creating memory and familiar neural pathways in our brains By being prepared to repeat themselves frequently, they create a familiarity... Ikyiyero Nonaka explains the way that the comparatively diminutive Honda strategically outflanked the might of its competitors in the US automotive industry Canon moved on from cameras and dominated the world marke t for office equipment by strategica lly out-manoeuvring the mighty Xerox Co rpo ra ti on !\c ording to f rofcsso r Nonaka , manag rs and ma rket slralegisls in ffonda and Ca non had t/l'v('lop('... are always trying to sense the unknowable Sensing the unknowable is fallible, so leaders need to tolerate the risk of being wrong Numerical thinking helps leaders to make forecasts, quantify risk and back hunches Because the way forward lies in the future and because no one can see into the future, leaders are trying to foresee the unforeseeable This requires imagination and the ability to create a vision... life that advances in science, technology and economics have made possible for others It is the young who have most reason to fear for the future of the planet, and for the future health of their children Many young people are not impressed by coercion It is important for politicians and managers to realize that young people today are less and less ready to recognize the authority of leaders to whom... Ildlll 14 Strategic leadership and feeling, your predictive thinking will be better informed and your predictions will be more accurate Naisbitt was able to make 20-year predictions about society, technology, economies, institutions, democracy, hierarchies and ways of thinking that have largely proved to be accurate This was because he had knowledge about changes that had already taken place at the time . ability to create strategic knowledge, create strategic plans and to implement and manage strategic changes. These are key attributes of a strategic. all-in-one-place handbook for those managers and members of the marketing team who need to collect and assess information, create and communicate