Changes
edit
{{Distinguish|Strategic planning}}
{{Strategy}}
'''Strategic thinking''' is defined as a mental or thinking process applied by an individual in the context of achieving success in a [[game]] or other endeavor. 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 intended to create competitive advantage for a firm or organisation.<ref name=ST-B-00/><ref name=ST-B-01>{{cite web|title=What is Strategic Thinking? by Rich Horwath|url=http://www.sculpturaconsulting.com/Articles_Samples/What_is_Strategic_Thinking.pdf|accessdate=10 August 2012}}</ref><ref name=ST-B-02/> It can be done [[Individually rational|individually]], as well as [[Collaboration|collaboratively]] among key people who can positively alter an organization's future. Group strategic thinking may create more value by enabling a [[Proactivity|proactive]] and [[Creativity|creative]] [[dialogue]], where individuals gain other people's perspectives on critical and complex issues. This is regarded as a benefit in highly competitive and fast-changing business landscapes.<ref name=ST-B-03/><ref name=ST-B-04/><ref name=ST-B-05/>
==Overview==
Strategic thinking includes finding and developing a [[strategic foresight]] capacity for an [[organization]], by exploring all possible organizational futures, and challenging conventional thinking to foster [[decision making]] today.<ref name=ST-B-25/><ref name=ST-B-18/> Recent [[strategic]] thought points ever more clearly towards the conclusion that the critical strategic question is not the conventional "What?",<ref name="mdt"/> but "Why?" or "How?".<ref name="mdt"/> The work of [[Mintzberg|Henry Mintzberg]]<ref name=ST-RBK-17/><ref name=ST-RBK-00/> and other authors,<ref name=ST-RBK-03/><ref name="Graetz"/><ref name="Liedtka"/> further support the conclusion; and also draw a clear distinction between strategic thinking and [[strategic planning]], another important strategic management thought process.<ref name=ST-B-05/><ref name=ST-RBK-05/>
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 have a great capacity for both analysis and synthesis; analysis is necessary to assemble the data on which he makes his diagnosis, synthesis in order to produce from these data the diagnosis itself—and the diagnosis in fact amounts to a choice between alternative courses of action."<ref name="Beaufre1965">{{cite book
| last = Beaufre
| first = Andre
| year = 1965
| title = An Introduction to Strategy | publisher = Frederick A. Prager
| lccn = 65014177}}<!--LCCN IS VALID. See [[Talk:Strategic thinking#LCCN of An Introduction to Strategy]] before deleting--></ref>
There is no generally accepted definition for strategic thinking, no common agreement as to its role or importance, and no standardised list of key competencies of strategic thinkers.<ref name=ST-RBK-06/> There is also no consensus on whether strategic thinking is an uncommon [[Ideal (ethics)|ideal]] or a common and observable [[Property (philosophy)|property]] of strategy. Most agree that traditional models of strategy making, which are primarily based on strategic planning, are not working.<ref name=ST-RBK-07/><ref name=ST-RBK-09/><ref name=ST-B-20/> Strategy in today's competitive business landscape is moving away from the basic ‘strategic planning’ to more of ‘strategic thinking’ in order to remain competitive.<ref name=ST-B-19/> However, both thought processes must work hand-in-hand in order to reap maximum benefit.<ref name=ST-B-05/> It has been argued that the real heart of strategy is the 'strategist'; and for a better strategy execution requires a strategic thinker who can discover novel, imaginative strategies which can re-write the rules of the competitive game; and set in motion the chain of events that will shape and "define the future".<ref name=ST-RBK-08/><ref name=ST-RBK-11/>
== Strategic thinking vs. strategic planning ==
In the view of F. Graetz, strategic thinking and planning are “distinct, but interrelated and complementary thought processes” that must sustain and support one another for effective strategic management. Graetz's model holds that the role of strategic thinking is "to seek innovation and imagine new and very different futures that may lead the company to redefine its core strategies and even its industry". Strategic planning's role is "to realise and to support strategies developed through the strategic thinking process and to integrate these back into the business".<ref name="Graetz" /><!--p. 457-->
[[Henry Mintzberg]] wrote in 1994 that strategic thinking is more about synthesis (i.e., "connecting the dots") than analysis (i.e., "finding the dots"). It is about "capturing what the manager learns from all sources (both the soft insights from his or her personal experiences and the experiences of others throughout the organization and the hard data from market research and the like) and then synthesizing that learning into a vision of the direction that the business should pursue." Mintzberg argued that strategic thinking cannot be systematized and is the critical part of strategy formation, as opposed to strategic planning exercises. In his view, strategic planning happens ''around'' the strategy formation or strategic thinking activity, by providing inputs for the strategist to consider and providing plans for controlling the implementation of the strategy after it is formed.<ref>[http://hbr.org/1994/01/the-fall-and-rise-of-strategic-planning/ar/1 Henry Mintzberg. The Fall and Rise of Strategic Planning. Harvard Business Review. January 1994]</ref>
According to [[Jeanne Liedtka]], strategic thinking differs from [[strategic planning]] along the following dimensions of [[strategic management]]:<ref name="Liedtka"/>
{| class="wikitable"
!
!Strategic Thinking
!Strategic Planning
|-
!Vision of the Future
|Only the shape of the future can be predicted.
|A future that is predictable and specifiable in detail.
|-
!Strategic Formulation and Implementation'''
|Formulation and implementation are interactive rather than sequential and discrete.
|The roles of formulation and implementation can be neatly divided.
|-
!Managerial Role in Strategy Making
|Lower-level managers have a voice in strategy-making, as well as greater latitude to respond opportunistically to developing conditions.
|Senior executives obtain the needed information from lower-level managers, and then use it to create a plan which is, in turn, disseminated to managers for implementation.
|-
!Control
|Relies on self-reference – a sense of strategic intent and purpose embedded in the minds of managers throughout the organisation that guides their choices on a daily basis in a process that is often difficult to measure and monitor from above.
|Asserts control through measurement systems, assuming that organisations can measure and monitor important variables both accurately and quickly.
|-
!Managerial Role in Implementation
|All managers understand the larger system, the connection between their roles and the functioning of that system, as well as the interdependence between the various roles that comprise the system.
|Lower-level managers need only know his or her own role well and can be expected to defend only his or her own turf.
|-
!Strategy Making
|Sees strategy and change as inescapably linked and assumes that finding new strategic options and implementing them successfully is harder and more important than evaluating them.
|The challenge of setting strategic direction is primarily analytic.
|-
!Process and Outcome
|Sees the planning process itself as a critical value-adding element.
|Focus is on the creation of the plan as the ultimate objective.
|}
== Strategic thinking competencies ==
Liedtka observed five “major attributes of strategic thinking in practice” that resemble competencies:<ref name="Liedtka" /><ref name="Liedtka2">[http://www.nsw.ipaa.org.au/content/docs/Course-Readings---Dip-Gov-Policy-Development/3%20Liedtka.pdf Liedktka Strategic Thinking-Can It Be Taught?-Long Range Planning-1998]</ref>
# ''Systems perspective'', refers to being able to understand implications of strategic actions. "A strategic thinker has a mental model of the complete end-to-end system of value creation, his or her role within it, and an understanding of the competencies it contains."<ref name="Liedtka" /><!--page 31-->
# ''Intent focused'' which means more determined and less distractible than rivals in the marketplace. Crediting Hamel and Prahalad with popularising the concept, Liedtka describes strategic intent as "the focus that allows individuals within an organization to marshal and leverage their energy, to focus attention, to resist distraction, and to concentrate for as long as it takes to achieve a goal."<ref name="Liedtka" /><!--p. 31-->
# ''Thinking in time'' means being able to hold past, present and future in mind at the same time to create better decision making and speed implementation. "Strategy is not driven by future intent alone. It is the gap between today’s reality and intent for the future that is critical."<ref name="Liedtka" /><!--p. 31--> Scenario planning is a practical application for incorporating "thinking in time" into strategy making.<ref name=ST-RBK-10/>
# ''Hypothesis driven'', ensuring that both creative and critical thinking are incorporated into strategy making. This competency explicitly incorporates the scientific method into strategic thinking.<ref name="Liedtka2"/>
# ''Intelligent opportunism'', which means being responsive to good opportunities. "The dilemma involved in using a well-articulated strategy to channel organisational efforts effectively and efficiently must always be balanced against the risks of losing sight of alternative strategies better suited to a changing environment."<ref name="Liedtka"/> <!--p. 32-->
==References==
{{Reflist|30em|refs=
<ref name=ST-B-00>{{cite web|title=What is Strategic Thinking?|url=http://ww3.harvardbusiness.org/corporate/demos/hmm10/strategic_thinking/what_is_strategic_thinking.html|publisher=harvardbusiness.org|accessdate=10 August 2012|deadurl=yes|archiveurl=https://web.archive.org/web/20120819052457/http://ww3.harvardbusiness.org/corporate/demos/hmm10/strategic_thinking/what_is_strategic_thinking.html|archivedate=19 August 2012|df=}}</ref>
<ref name=ST-B-02>{{cite web|title=Strategic Thinking|url=http://www.cfar.com/Documents/strathink.pdf|publisher=Center for Applied Research|accessdate=10 August 2012}}</ref>
<ref name=ST-B-03>{{cite web|title=Strategic Thinking : The power of collaboration|url=http://ww3.harvardbusiness.org/corporate/demos/hmm10/strategic_thinking/the_power_of_collaboration.html|publisher=harvardbusiness.org|accessdate=10 August 2012}}</ref>
<ref name=ST-B-04>{{cite web|title=Strategic Thinking : Is Leadership the missing link An Exploratory Study|url=http://www.iitk.ac.in/infocell/announce/convention/papers/Strategy-01-Manu%20Amitabh%20final.pdf|accessdate=10 August 2012}} by Manu Amitabh, Fellow Scholar, M.D.I Gurgaon and Arun Sahay, Professor and Area Chairman, Strategy Management, M.D.I Gurgaon</ref>
<ref name=ST-B-05>{{cite web|title=Strategic Thinking : A discussion paper|url=http://www.csun.edu/bus302/Course/Materials/Cases/strategic.thinking.pdf|publisher=csun.edu|accessdate=10 August 2012}}</ref>
<ref name=ST-RBK-03>Ingrid Bonn, (2001), “[http://www.emeraldinsight.com/journals.htm?articleid=865194 Developing Strategic Thinking as a Core Competency]”, Management Decision, 39(1), 63–76.</ref>
<ref name="Graetz">Fiona Graetz, (2002), “[http://www.emeraldinsight.com/journals.htm?articleid=865315 Strategic Thinking versus Strategic Planning: Towards Understanding the Complementarities]”, Management Decision, 40(5/6), 456–62.</ref>
<ref name="Liedtka">Jeanne Liedtka,(1998), “[http://thinkingfutures.net/services/thinking/ Linking Strategic Thinking with Strategic Planning]”, Strategy and Leadership, 26(4), 30–35.</ref>
<ref name=ST-RBK-05>Stan Abraham, (2005), “[http://www.emeraldinsight.com/journals.htm?articleid=1515334 Stretching Strategic Thinking,]” Strategy & Leadership, 33(5), 5–12.</ref>
<ref name=ST-RBK-06>David Hussey, (2001), “[http://onlinelibrary.wiley.com/doi/10.1002/jsc.537/abstract Creative Strategic Thinking and the Analytical Process: Critical Factors for Strategic Success]”, Strategic Change, 10(4), 201–13.</ref>
<ref name=ST-RBK-07>Mark Chussil, (2005), “[http://www.whatifyourstrategy.com/wp-content/uploads/2008/08/with-all-this-intelligence1.pdf With All This Intelligence, Why Don’t We Have Better Strategies?]”, Journal of Business Strategy, 26(1), 26–33.</ref>
<ref name=ST-RBK-08>Max Mckeown, (2011), “[https://www.amazon.co.uk/The-Strategy-Book-Strategically-Outstanding/sim/0273757091/2 The Strategy Book: How to think and act strategically for outstanding results]", FT-Prentice Hall.</ref>
<ref name="mdt">Michael D. Taylor [http://www.pmhut.com/systems-thinking-in-project-management Systems Thinking in Project Management]</ref>
<ref name=ST-RBK-00>Henry Mintzberg (1987), “[http://hbr.org/1987/07/crafting-strategy/ar/1 Crafting Strategy]”, Harvard Business Review, 65(4), 66–75.</ref>
<ref name=ST-RBK-17>Henry Mintzberg (1994), “[http://hbr.org/1994/01/the-fall-and-rise-of-strategic-planning/ar/1 The Fall and Rise of Strategic Planning]”, Harvard Business Review</ref>
<ref name=ST-RBK-09>Jeanne Liedtka, (2000), “[http://www.sciencedirect.com/science/article/pii/S0263237399000912 Strategic planning as a contributor to strategic change: a generative model]</ref>
<ref name=ST-RBK-10>Paul Schoemaker, (1995), “[http://www.favaneves.org/arquivos/scenarioplanning.pdf Scenario Planning] {{webarchive|url=https://web.archive.org/web/20111215231331/http://www.favaneves.org/arquivos/scenarioplanning.pdf |date=2011-12-15 }}: A Tool for Strategic Thinking”, Sloan Management Review, 36(2), 25–40.</ref>
<ref name=ST-RBK-11>Paul Schoemaker, (2012), “[http://www.inc.com/paul-schoemaker/6-habits-of-strategic-thinkers.html 6 Habits of True Strategic Thinkers]”</ref>
<ref name=ST-B-18>{{cite web|title=Thinking Futures ..thinking beyond the status-quo to strengthen today's decisions|url=http://thinkingfutures.net/services/thinking/|accessdate=10 August 2012}}</ref>
<ref name=ST-B-19>{{cite web|title=Strategic Thinking versus Strategic Planning
|url=http://sbs.ac.ke/blog/2011/09/09/146/|accessdate=10 August 2012}}</ref>
<ref name=ST-B-20>{{cite web|title=From Strategic Planning to Strategic Thinking|url=http://horizon.unc.edu/projects/OTH/2-3.asp|accessdate=10 August 2012}}</ref>
<ref name=ST-B-25>{{cite web|title=Strategic Thinking presentation|url=https://docs.google.com/viewer?url=http%3A%2F%2Fwww.miamidade.gov%2Fhr%2Flibrary%2Fstrategic_thinking.ppt|accessdate=10 August 2012}}</ref>
}}
==External links==
* [https://web.archive.org/web/20120819052457/http://ww3.harvardbusiness.org/corporate/demos/hmm10/strategic_thinking/what_is_strategic_thinking.html What is strategic thinking?], harvardbusiness.org
* [http://www.inc.com/paul-schoemaker/6-habits-of-strategic-thinkers.html 6 Habits of True Strategic Thinkers] by Paul J. H. Schoemaker, Inc.com
* [http://blogs.hbr.org/cs/2011/09/for_great_leadership_clear_you.html For Great Leadership, Clear Your Head] by Joshua Ehrlich, Harvard Business Review
* [http://blogs.hbr.org/watkins/2007/04/how_to_think_strategically_1.html How to Think Strategically] by Michael Watkins, Harvard Business Review
* [http://www.profstevens.com/books/default.html Strategic Thinking: Success Secrets of Big Business Projects] Dr David Stevens, McGraw Hill, 1997
* [https://web.archive.org/web/20150402130752/http://glipho.com/i-nexus/strategy-execution-ensure-your-culture-provides-for-common-sense Strategy Execution – Ensure your culture provides for common sense] by i-nexus
[[Category:Strategic management]]
[[Category:Business planning]]
[[Category:Business terms]]
[[Category:Strategy]]
{{Strategy}}
'''Strategic thinking''' is defined as a mental or thinking process applied by an individual in the context of achieving success in a [[game]] or other endeavor. 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 intended to create competitive advantage for a firm or organisation.<ref name=ST-B-00/><ref name=ST-B-01>{{cite web|title=What is Strategic Thinking? by Rich Horwath|url=http://www.sculpturaconsulting.com/Articles_Samples/What_is_Strategic_Thinking.pdf|accessdate=10 August 2012}}</ref><ref name=ST-B-02/> It can be done [[Individually rational|individually]], as well as [[Collaboration|collaboratively]] among key people who can positively alter an organization's future. Group strategic thinking may create more value by enabling a [[Proactivity|proactive]] and [[Creativity|creative]] [[dialogue]], where individuals gain other people's perspectives on critical and complex issues. This is regarded as a benefit in highly competitive and fast-changing business landscapes.<ref name=ST-B-03/><ref name=ST-B-04/><ref name=ST-B-05/>
==Overview==
Strategic thinking includes finding and developing a [[strategic foresight]] capacity for an [[organization]], by exploring all possible organizational futures, and challenging conventional thinking to foster [[decision making]] today.<ref name=ST-B-25/><ref name=ST-B-18/> Recent [[strategic]] thought points ever more clearly towards the conclusion that the critical strategic question is not the conventional "What?",<ref name="mdt"/> but "Why?" or "How?".<ref name="mdt"/> The work of [[Mintzberg|Henry Mintzberg]]<ref name=ST-RBK-17/><ref name=ST-RBK-00/> and other authors,<ref name=ST-RBK-03/><ref name="Graetz"/><ref name="Liedtka"/> further support the conclusion; and also draw a clear distinction between strategic thinking and [[strategic planning]], another important strategic management thought process.<ref name=ST-B-05/><ref name=ST-RBK-05/>
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 have a great capacity for both analysis and synthesis; analysis is necessary to assemble the data on which he makes his diagnosis, synthesis in order to produce from these data the diagnosis itself—and the diagnosis in fact amounts to a choice between alternative courses of action."<ref name="Beaufre1965">{{cite book
| last = Beaufre
| first = Andre
| year = 1965
| title = An Introduction to Strategy | publisher = Frederick A. Prager
| lccn = 65014177}}<!--LCCN IS VALID. See [[Talk:Strategic thinking#LCCN of An Introduction to Strategy]] before deleting--></ref>
There is no generally accepted definition for strategic thinking, no common agreement as to its role or importance, and no standardised list of key competencies of strategic thinkers.<ref name=ST-RBK-06/> There is also no consensus on whether strategic thinking is an uncommon [[Ideal (ethics)|ideal]] or a common and observable [[Property (philosophy)|property]] of strategy. Most agree that traditional models of strategy making, which are primarily based on strategic planning, are not working.<ref name=ST-RBK-07/><ref name=ST-RBK-09/><ref name=ST-B-20/> Strategy in today's competitive business landscape is moving away from the basic ‘strategic planning’ to more of ‘strategic thinking’ in order to remain competitive.<ref name=ST-B-19/> However, both thought processes must work hand-in-hand in order to reap maximum benefit.<ref name=ST-B-05/> It has been argued that the real heart of strategy is the 'strategist'; and for a better strategy execution requires a strategic thinker who can discover novel, imaginative strategies which can re-write the rules of the competitive game; and set in motion the chain of events that will shape and "define the future".<ref name=ST-RBK-08/><ref name=ST-RBK-11/>
== Strategic thinking vs. strategic planning ==
In the view of F. Graetz, strategic thinking and planning are “distinct, but interrelated and complementary thought processes” that must sustain and support one another for effective strategic management. Graetz's model holds that the role of strategic thinking is "to seek innovation and imagine new and very different futures that may lead the company to redefine its core strategies and even its industry". Strategic planning's role is "to realise and to support strategies developed through the strategic thinking process and to integrate these back into the business".<ref name="Graetz" /><!--p. 457-->
[[Henry Mintzberg]] wrote in 1994 that strategic thinking is more about synthesis (i.e., "connecting the dots") than analysis (i.e., "finding the dots"). It is about "capturing what the manager learns from all sources (both the soft insights from his or her personal experiences and the experiences of others throughout the organization and the hard data from market research and the like) and then synthesizing that learning into a vision of the direction that the business should pursue." Mintzberg argued that strategic thinking cannot be systematized and is the critical part of strategy formation, as opposed to strategic planning exercises. In his view, strategic planning happens ''around'' the strategy formation or strategic thinking activity, by providing inputs for the strategist to consider and providing plans for controlling the implementation of the strategy after it is formed.<ref>[http://hbr.org/1994/01/the-fall-and-rise-of-strategic-planning/ar/1 Henry Mintzberg. The Fall and Rise of Strategic Planning. Harvard Business Review. January 1994]</ref>
According to [[Jeanne Liedtka]], strategic thinking differs from [[strategic planning]] along the following dimensions of [[strategic management]]:<ref name="Liedtka"/>
{| class="wikitable"
!
!Strategic Thinking
!Strategic Planning
|-
!Vision of the Future
|Only the shape of the future can be predicted.
|A future that is predictable and specifiable in detail.
|-
!Strategic Formulation and Implementation'''
|Formulation and implementation are interactive rather than sequential and discrete.
|The roles of formulation and implementation can be neatly divided.
|-
!Managerial Role in Strategy Making
|Lower-level managers have a voice in strategy-making, as well as greater latitude to respond opportunistically to developing conditions.
|Senior executives obtain the needed information from lower-level managers, and then use it to create a plan which is, in turn, disseminated to managers for implementation.
|-
!Control
|Relies on self-reference – a sense of strategic intent and purpose embedded in the minds of managers throughout the organisation that guides their choices on a daily basis in a process that is often difficult to measure and monitor from above.
|Asserts control through measurement systems, assuming that organisations can measure and monitor important variables both accurately and quickly.
|-
!Managerial Role in Implementation
|All managers understand the larger system, the connection between their roles and the functioning of that system, as well as the interdependence between the various roles that comprise the system.
|Lower-level managers need only know his or her own role well and can be expected to defend only his or her own turf.
|-
!Strategy Making
|Sees strategy and change as inescapably linked and assumes that finding new strategic options and implementing them successfully is harder and more important than evaluating them.
|The challenge of setting strategic direction is primarily analytic.
|-
!Process and Outcome
|Sees the planning process itself as a critical value-adding element.
|Focus is on the creation of the plan as the ultimate objective.
|}
== Strategic thinking competencies ==
Liedtka observed five “major attributes of strategic thinking in practice” that resemble competencies:<ref name="Liedtka" /><ref name="Liedtka2">[http://www.nsw.ipaa.org.au/content/docs/Course-Readings---Dip-Gov-Policy-Development/3%20Liedtka.pdf Liedktka Strategic Thinking-Can It Be Taught?-Long Range Planning-1998]</ref>
# ''Systems perspective'', refers to being able to understand implications of strategic actions. "A strategic thinker has a mental model of the complete end-to-end system of value creation, his or her role within it, and an understanding of the competencies it contains."<ref name="Liedtka" /><!--page 31-->
# ''Intent focused'' which means more determined and less distractible than rivals in the marketplace. Crediting Hamel and Prahalad with popularising the concept, Liedtka describes strategic intent as "the focus that allows individuals within an organization to marshal and leverage their energy, to focus attention, to resist distraction, and to concentrate for as long as it takes to achieve a goal."<ref name="Liedtka" /><!--p. 31-->
# ''Thinking in time'' means being able to hold past, present and future in mind at the same time to create better decision making and speed implementation. "Strategy is not driven by future intent alone. It is the gap between today’s reality and intent for the future that is critical."<ref name="Liedtka" /><!--p. 31--> Scenario planning is a practical application for incorporating "thinking in time" into strategy making.<ref name=ST-RBK-10/>
# ''Hypothesis driven'', ensuring that both creative and critical thinking are incorporated into strategy making. This competency explicitly incorporates the scientific method into strategic thinking.<ref name="Liedtka2"/>
# ''Intelligent opportunism'', which means being responsive to good opportunities. "The dilemma involved in using a well-articulated strategy to channel organisational efforts effectively and efficiently must always be balanced against the risks of losing sight of alternative strategies better suited to a changing environment."<ref name="Liedtka"/> <!--p. 32-->
==References==
{{Reflist|30em|refs=
<ref name=ST-B-00>{{cite web|title=What is Strategic Thinking?|url=http://ww3.harvardbusiness.org/corporate/demos/hmm10/strategic_thinking/what_is_strategic_thinking.html|publisher=harvardbusiness.org|accessdate=10 August 2012|deadurl=yes|archiveurl=https://web.archive.org/web/20120819052457/http://ww3.harvardbusiness.org/corporate/demos/hmm10/strategic_thinking/what_is_strategic_thinking.html|archivedate=19 August 2012|df=}}</ref>
<ref name=ST-B-02>{{cite web|title=Strategic Thinking|url=http://www.cfar.com/Documents/strathink.pdf|publisher=Center for Applied Research|accessdate=10 August 2012}}</ref>
<ref name=ST-B-03>{{cite web|title=Strategic Thinking : The power of collaboration|url=http://ww3.harvardbusiness.org/corporate/demos/hmm10/strategic_thinking/the_power_of_collaboration.html|publisher=harvardbusiness.org|accessdate=10 August 2012}}</ref>
<ref name=ST-B-04>{{cite web|title=Strategic Thinking : Is Leadership the missing link An Exploratory Study|url=http://www.iitk.ac.in/infocell/announce/convention/papers/Strategy-01-Manu%20Amitabh%20final.pdf|accessdate=10 August 2012}} by Manu Amitabh, Fellow Scholar, M.D.I Gurgaon and Arun Sahay, Professor and Area Chairman, Strategy Management, M.D.I Gurgaon</ref>
<ref name=ST-B-05>{{cite web|title=Strategic Thinking : A discussion paper|url=http://www.csun.edu/bus302/Course/Materials/Cases/strategic.thinking.pdf|publisher=csun.edu|accessdate=10 August 2012}}</ref>
<ref name=ST-RBK-03>Ingrid Bonn, (2001), “[http://www.emeraldinsight.com/journals.htm?articleid=865194 Developing Strategic Thinking as a Core Competency]”, Management Decision, 39(1), 63–76.</ref>
<ref name="Graetz">Fiona Graetz, (2002), “[http://www.emeraldinsight.com/journals.htm?articleid=865315 Strategic Thinking versus Strategic Planning: Towards Understanding the Complementarities]”, Management Decision, 40(5/6), 456–62.</ref>
<ref name="Liedtka">Jeanne Liedtka,(1998), “[http://thinkingfutures.net/services/thinking/ Linking Strategic Thinking with Strategic Planning]”, Strategy and Leadership, 26(4), 30–35.</ref>
<ref name=ST-RBK-05>Stan Abraham, (2005), “[http://www.emeraldinsight.com/journals.htm?articleid=1515334 Stretching Strategic Thinking,]” Strategy & Leadership, 33(5), 5–12.</ref>
<ref name=ST-RBK-06>David Hussey, (2001), “[http://onlinelibrary.wiley.com/doi/10.1002/jsc.537/abstract Creative Strategic Thinking and the Analytical Process: Critical Factors for Strategic Success]”, Strategic Change, 10(4), 201–13.</ref>
<ref name=ST-RBK-07>Mark Chussil, (2005), “[http://www.whatifyourstrategy.com/wp-content/uploads/2008/08/with-all-this-intelligence1.pdf With All This Intelligence, Why Don’t We Have Better Strategies?]”, Journal of Business Strategy, 26(1), 26–33.</ref>
<ref name=ST-RBK-08>Max Mckeown, (2011), “[https://www.amazon.co.uk/The-Strategy-Book-Strategically-Outstanding/sim/0273757091/2 The Strategy Book: How to think and act strategically for outstanding results]", FT-Prentice Hall.</ref>
<ref name="mdt">Michael D. Taylor [http://www.pmhut.com/systems-thinking-in-project-management Systems Thinking in Project Management]</ref>
<ref name=ST-RBK-00>Henry Mintzberg (1987), “[http://hbr.org/1987/07/crafting-strategy/ar/1 Crafting Strategy]”, Harvard Business Review, 65(4), 66–75.</ref>
<ref name=ST-RBK-17>Henry Mintzberg (1994), “[http://hbr.org/1994/01/the-fall-and-rise-of-strategic-planning/ar/1 The Fall and Rise of Strategic Planning]”, Harvard Business Review</ref>
<ref name=ST-RBK-09>Jeanne Liedtka, (2000), “[http://www.sciencedirect.com/science/article/pii/S0263237399000912 Strategic planning as a contributor to strategic change: a generative model]</ref>
<ref name=ST-RBK-10>Paul Schoemaker, (1995), “[http://www.favaneves.org/arquivos/scenarioplanning.pdf Scenario Planning] {{webarchive|url=https://web.archive.org/web/20111215231331/http://www.favaneves.org/arquivos/scenarioplanning.pdf |date=2011-12-15 }}: A Tool for Strategic Thinking”, Sloan Management Review, 36(2), 25–40.</ref>
<ref name=ST-RBK-11>Paul Schoemaker, (2012), “[http://www.inc.com/paul-schoemaker/6-habits-of-strategic-thinkers.html 6 Habits of True Strategic Thinkers]”</ref>
<ref name=ST-B-18>{{cite web|title=Thinking Futures ..thinking beyond the status-quo to strengthen today's decisions|url=http://thinkingfutures.net/services/thinking/|accessdate=10 August 2012}}</ref>
<ref name=ST-B-19>{{cite web|title=Strategic Thinking versus Strategic Planning
|url=http://sbs.ac.ke/blog/2011/09/09/146/|accessdate=10 August 2012}}</ref>
<ref name=ST-B-20>{{cite web|title=From Strategic Planning to Strategic Thinking|url=http://horizon.unc.edu/projects/OTH/2-3.asp|accessdate=10 August 2012}}</ref>
<ref name=ST-B-25>{{cite web|title=Strategic Thinking presentation|url=https://docs.google.com/viewer?url=http%3A%2F%2Fwww.miamidade.gov%2Fhr%2Flibrary%2Fstrategic_thinking.ppt|accessdate=10 August 2012}}</ref>
}}
==External links==
* [https://web.archive.org/web/20120819052457/http://ww3.harvardbusiness.org/corporate/demos/hmm10/strategic_thinking/what_is_strategic_thinking.html What is strategic thinking?], harvardbusiness.org
* [http://www.inc.com/paul-schoemaker/6-habits-of-strategic-thinkers.html 6 Habits of True Strategic Thinkers] by Paul J. H. Schoemaker, Inc.com
* [http://blogs.hbr.org/cs/2011/09/for_great_leadership_clear_you.html For Great Leadership, Clear Your Head] by Joshua Ehrlich, Harvard Business Review
* [http://blogs.hbr.org/watkins/2007/04/how_to_think_strategically_1.html How to Think Strategically] by Michael Watkins, Harvard Business Review
* [http://www.profstevens.com/books/default.html Strategic Thinking: Success Secrets of Big Business Projects] Dr David Stevens, McGraw Hill, 1997
* [https://web.archive.org/web/20150402130752/http://glipho.com/i-nexus/strategy-execution-ensure-your-culture-provides-for-common-sense Strategy Execution – Ensure your culture provides for common sense] by i-nexus
[[Category:Strategic management]]
[[Category:Business planning]]
[[Category:Business terms]]
[[Category:Strategy]]
