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Strategic thinking is a mental or thinking process applied by an individual in the context of achieving a goal or set of goals. As a cognitive activity, it produces thought . When applied in an organizational strategic management process, strategic thinking involves the generation and application of unique business insights and opportunities ...
In large corporations, strategic planners or corporate financial planning and analysis (FP&A) personnel are involved in the formulation and implementation of the organization's strategy. The strategy is typically set by business leaders such as the chief executive officer and key business or functional leaders and is reviewed by the board of ...
Kaufman developed a model for strategic thinking and planning, called "Mega Planning." Kaufman argues that many organizational planning models incorrectly begin with, and end with internal or organizational performance, therefore restricting organizations from a chance to plan how they deliver value outside of their organizations.
Mintzberg argued that strategic thinking is the critical part of formulating strategy, more so than strategic planning exercises. [28] General Andre Beaufre wrote in 1963 that strategic thinking "is a mental process, at once abstract and rational, which must be capable of synthesizing both psychological and material data. The strategist must ...
The steps described below are intended to provide the leader with techniques to do that. Taken collectively, they define a process that incorporates both the analytical and human dimensions while challenging individuals throughout the organization to raise the quality and quantity of their strategic thinking and their strategic leadership.
Strategic planning has been criticized for attempting to systematize strategic thinking and strategy formation, which Henry Mintzberg argues are inherently creative activities involving synthesis or "connecting the dots" which cannot be systematized. Mintzberg argues that strategic planning can help coordinate planning efforts and measure ...
SWOT has been described as a "tried-and-true" tool of strategic analysis, [3] but has also been criticized for limitations such as the static nature of the analysis, the influence of personal biases in identifying key factors, and the overemphasis on external factors, leading to reactive strategies. Consequently, alternative approaches to SWOT ...
Concept-Driven Strategy is a process for formulating a strategy that draws on the explanation of how humans inquire, provided by linguistic pragmatic philosophy. This argues that thinking starts by selecting (explicitly or implicitly) a set of concepts (frames, patterns, lenses, principles, etc.) gained from our past experiences.