Tackling a difficult problem is often a matter of seeing where the high leverage lies, where a change - with a minimum of effort - would lead to lasting, significant improvement. Frustrating because the future is unpredictable, undermining the best of intentions, thus demanding flexibility and adaptability.
They have the predisposition and the capacity to hold in their heads two opposing ideas at once. Competitive strategy, then, not only responds to the environment but also attempts to shape that environment in a firm's favour.
A strategic thinker has a mental model of the complete end-to-end system of value creation, and understands the interdependencies within it By forcing a choice between the two, we disengage the opposable mind before it can seek a creative resolution This is always the most effective approach to devising strategies for dealing successfully with challenges and opportunities As Picasso once remarked, 'every act of creation is first of all an act of destruction' - strategists must enjoy the task of eroding old paradigms and confronting the defenders of those beliefs.
I believe that integrative thinking is a 'habit of thought' that all of us can consciously develop to arrive at solutions that would otherwise not be evident. Why does the firm exist.
Analogously, we were born with opposable minds, which allow us to hold two conflicting ideas in constructive, almost dialectic tension This type of decision-focus closely reflects what strategizing managers need to do in practice.
To find a suitable solution it is often also necessary to test certain assumptions in practice and to experiment. Thus, shaping cohesive strategy in the new order starts by defining an opportunity environment. Frustrating because the future is unpredictable, undermining the best of intentions, thus demanding flexibility and adaptability.
Thanks to the tension that we can create by opposing the thumb and fingers, we can do marvelous things In this way, cognitive maps evolve without people themselves being entirely aware of their own cognitive map Over time, this iterative process of action-reaction-reconsideration will lead to the emergence of a pattern of action, which is the best possible result given the interactive nature of the wicked problems.
Managers must structure their individual thinking steps into a reasoning process that will result in effective strategic behaviour. Unless we change these rules, we are merely rearranging the deckchairs on the Titanic. Dec 05, · De Wit and Meyer (, p 53) suggest that managers must go through a ‘strategic reasoning process’ in order to find ways to resolve the challenges of strategic problems.
This strategic reasoning is “a string of strategic thinking activities directed at defining and resolving strategic problems”.
De Wit, B. and Meyer, R. () Strategy Process, Content, Context.
3rd Edition, Thomson Learning, London. Strategy - Purpose, Context, Process & Content. A contextual exploration of the current Kerry Foods Corporate Strategy model. Course; BA (Hons) in Business. De Wit & Meyer () discuss the different perspectives that belong to certain strategy topics.
To what strategic topic do the following two perspectives belong: discrete and embedded organizations?
Organizational context. Online shopping from a great selection at Books Store. Buy Strategy 4th Revised edition by Bob De Wit, Ron Meyer (ISBN: ) from Amazon's Book Store. Everyday low prices and free delivery on eligible orders/5.De wit meyer