strategic thinking

1. Strategic Thinking
Session 2

2. AGENDA
• Attitudes in Strategic Thinking (Passive,
Reactive, Proactive)
• Scenario Screening
• Micro and Macro Thinking
• The Anatomy of Business Strategy

3. Attitudes in Strategic Thinking
• There are generally three types of
attitudes in the Strategic Thinking:
• Passive: change happens.
• Reactive: wait for change before
reacting to it.
• Proactive: anticipate change and, if you
can, even bring about desirable
change.

4. •A scenario is a sets of assumptions in a preset
conditions which might be taken place due to
assumed triggers resulting in definable sets of
course of action!
• Scenario Screening helps strategist to predict
the possibilities and consequences in the future,
while they ain’t taken place.
Scenario Screening

5. • Think but do not expect to find out what will happen in
the future.
• The scenarios should be Thought together and as a
whole.
• They are basically about possible directions.
•The unforeseeable is not included.
•Above all, the scenarios are frameworks for action.
•In the light of the above, the strategic thinker should not
forget that mapping out the scenarios is just one more
step in a process of strategic thinking.
Key Issues in Scenario Screening

6. Micro and Macro
Thinking

7. • The macro view is the “big picture” way to
look at things. Large in scope and
concerned with the final result, this is the
mindset you want to have as you take
stock of where you’ve been and where you
want to be in the future. This type of
thinking is ideal for setting your goals,
identifying the skills that you would one
day like to have, and creating a long-term
plan to acquire them.
Macro Thinking

8. • Macro thinking would include goal
setting, visualization exercises, time
management, scheduling a practice
routine, and thinking in a larger time frame
– months and even years ahead.
Basically, this is the planning stage before
you start the dirty work and once you’ve
begun, it’s a mindset that you can return to
that will give you a continuing sense of
perspective.
Macro Thinking

9. • A macro mindset is best applied at times
when you are away from your business
tools and outside of the practice
environment. Remember, you’re setting
your goals here so stick to planning where
you want to be in the future and keep your
sights on the end result.
Macro Thinking

10. • The micro view on the contrary, is
focused on the specific details of the task
at hand. You’ve already identified your big
goals, so here you are zeroing in on the
daily tasks and skills that will eventually
get you to this goal. With micro thinking
you are not concerned with the big picture,
instead you have a small, well-defined
task that you focus on intently and strive to
master.
Micro Thinking

11. • With micro thinking, you break those big
goals apart, separate them into
manageable pieces, and identify the
individuals skills that are required. This is
the type of mindset to use as you
approach your daily routine; you have a
limited amount of time, you’re dealing with
small units of information, and you have a
specific goal to achieve at the end of each
action or task.
Micro Thinking

12. • A micro mindset is crucial when you enter the
office. You need to be focused on details and
have a specific time frame in which to
accomplish a task (e.g. 30 minutes or an
hour). Don’t worry about the ultimate goal, so
much as the immediate task at hand.
Micro Thinking

13. • Focusing skills: attending to selected bits and
pieces of information and ignoring others
• Information gathering skills: skills used to bring to
consciousness the content to be used for
cognitive processing
• Remembering skills: activities or strategies that
are used to store information in long-term
memory and to retrieve it
• Organizing skills: arranging information so it can
be understood or presented more effectively
Micro Thinking Skills

14. • Analyzing skills: clarifying existing information by
examining parts and relationships
• Generating skills: using prior knowledge to add
information beyond what is given
• Integrating skills: putting together the relevant
parts or aspects of a solution, understanding,
principle, or composition. New information and
prior knowledge are connected and combined.
• Evaluating skills: assessing the reasonableness
and quality of ideas
Micro Thinking Skills

15. Anatomy of Business
Strategy

16. Every Business Strategy Should :
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•
•
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Define the Arenas
Describe the Vehicles
Indicate the Differentiators
Determine the Stating
Have a proven Economic Logics

17. Micro Thinking Skills

18. Assessing your Strategic Thinking Skills