Thursday, June 10, 2004
Strategic Thinking
In the latest edition of The Innovation Road Map Magazine (Vol. 1, No. 2) Gregg Edwards describes the four abilities that develop the capability of strategic thinking:
1. Visionary time frame, or the ability to see the true potential of ever-larger new enterprises and then tenaciously actualize that truth.
2. Perspective, or the ability to cull from ordinary impressions the most consequential patterns of events and to evaluate their significance from many perspectives.
3. Comprehension, or the ability to quickly assemble all salient factors into strategies and to understand their implications at many levels.
4. Flexibility, or the ability to strategically organize both action and learning – to take advantage of and be responsive to unknowns as they become known.
However, as Edwards points out, it is not just these four abilities, but the four taken together as a whole that creates strategic thought. The synergy of the four, taken together, when actualized create results that appear to many as “magic”. The four abilities are not sequential but simultaneous and strategic thinkers constantly interplay the results of the four types of thinking with each other, almost in real time.
Edwards describes the development and application of strategic thinking to businesses, economic development and nonprofits.
To read the article, visit The Innovation Road Map Magazine and request free access to the magazine.
Paul Schumann
In the latest edition of The Innovation Road Map Magazine (Vol. 1, No. 2) Gregg Edwards describes the four abilities that develop the capability of strategic thinking:
1. Visionary time frame, or the ability to see the true potential of ever-larger new enterprises and then tenaciously actualize that truth.
2. Perspective, or the ability to cull from ordinary impressions the most consequential patterns of events and to evaluate their significance from many perspectives.
3. Comprehension, or the ability to quickly assemble all salient factors into strategies and to understand their implications at many levels.
4. Flexibility, or the ability to strategically organize both action and learning – to take advantage of and be responsive to unknowns as they become known.
However, as Edwards points out, it is not just these four abilities, but the four taken together as a whole that creates strategic thought. The synergy of the four, taken together, when actualized create results that appear to many as “magic”. The four abilities are not sequential but simultaneous and strategic thinkers constantly interplay the results of the four types of thinking with each other, almost in real time.
Edwards describes the development and application of strategic thinking to businesses, economic development and nonprofits.
To read the article, visit The Innovation Road Map Magazine and request free access to the magazine.
Paul Schumann
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