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| Yes Strategies' Recent Workshop on Strategic Thinking is Designed to Help Organizations Find Their Competitive Edge |
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| Strategic Thinking is a more comprehensive planning model than traditional Strategic Planning and is more effective in generating business success. |
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| Toronto, ON April, 2007 -- Strategy has never been more challenging, or more important, than in today's environment of global competition, in which, corporate strategies must transcend the borders of nations and markets. Too many organizations try to be everything to everyone, wasting resources in markets that may never provide a worthwhile return on investment. |
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| Strategic Thinking is a planning process that applies innovation, strategic planning and operational planning to develop business strategies that have a greater chance for success. |
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| According to Michael Stanleigh, President of Business Improvement Architects, a Canadian consulting firm, "More and more organizations are learning that past experience is not always the best basis for developing future strategies. Executives need to thoughtfully consider how to create value for customers. The exercise of strategic planning, while important, tends to answer the "how" and "when" of business planning and rarely captures the essence of what it means to think strategically. That's where Strategic Thinking comes in." |
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If we compare Strategic Thinking with Strategic Planning and Operational Planning we see that:
- Strategic Thinking - is the "What" and the "Why"...that is what should we be doing and why.
- Strategic Planning - is the "How" and "When" ...at a very high level.
- Operational Planning - is the specific details of the how and when.
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| According to Michael Stanleigh, President of Business Improvement Architects, a Canadian consulting firm, "More and more organizations are learning that past experience is not always the best basis for developing future strategies. Executives need to thoughtfully consider how to create value for customers. The exercise of strategic planning, while important, tends to answer the "how" and "when" of business planning and rarely captures the essence of what it means to think strategically. That's where Strategic Thinking comes in." |
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| The purpose of Strategic Thinking is to create a strategy that is a coherent, unifying, integrative framework for decisions especially about direction of the business and resource utilization. To do it, Strategic Thinking uses internal and external data, qualitative synthesis of opinions and perceptions. It is conscious, explicit, and proactive and defines competitive domain for corporate strategic advantage. |
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| Senior managers and leaders in organizations have a responsibility to make the required time to undertake Strategic Thinking in their business planning. It won't just happen - nor can it be done in a quick half-day meeting. |
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| Without comprehensive Strategic Thinking the organization risks making quick decisions that lack the creativity and insights derived through a Strategic Thinking process. Executives may find out later that their organization is going in directions that they likely didn't want it to go. This is not something that can be delegated away. |
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| Strategic Thinking can be done for the organization as a whole and for each department or division within the organization. The goal is to out-think, out-plan and out-maneuver other forces or competitors. . |
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| For more information about Strategic Thinking contact Vikram Patil of Yes Strategies at patil@yessstrategies.com. |
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| Michael Stanleigh is President of Business Improvement Architects, a management consulting organization. His organization helps organizations align their business strategy with organizational culture, performance systems and projects to reduce waste and increase profits. |
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Contact: Michael Stanleigh, President, Business Improvement Architects,
Tel: (416) 444-8825
Toll-Free: 1-866-346-3242 x302
E-mail: mstanleigh@bia.ca |
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