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Strategic Thinking, What is Strategic Thinking? - Coggle Diagram

- - - - -Observe what can I learn from others and from myself.
        -Observe not only the important details but the macrotrends, the big picture.
        -What is the way people communicate in this company? What is the trend? Can we improve it? What do my customers want?
        -What is the company Strategy? How can I picture my daily work in that strategy?
        -Which are those habits from people who work here? Those habits of people I admire? People already have achieved what I want to achieve?
    - - "To have a breakthrough idea it doesn't take time, it takes space" David Allen
        We need time and space to reflect about what we want and how are we going to achieve that goal? What inspires me? Do I'm having the right moment and space to think creatively?
        Look for those answers and think many more in order to find that purpose, those ideas.
    - - -Why do we do it in that way?
        -Look for unpacking new ways to
        do the things and new habits.
        -Challenge the Status Quo
  - - - Its thinking about
        
        How to optimize my daily work so my leaders and my team perceive value ?
        
        How do I spend my time?
        
        Which are those habits should I adopt in order to give value to my team, my company or to achieve my personal goals?
        
        Which skills should I cultivate in order to achieve my personal goals and give value to my team and company?
        
        goals and intentions setting
        
        How to optimize my work so I can achieve what I want as a professional?
      - Questions to ask
        
        Where do I want to be in three or five years?
        
        Have a Master Degree
        
        Lead a team
        
        Having a clear purpose
        
        To have undertaken something
        
        Being as good at something so I can teach it
        
        Be healthier
        
        To have visited 5 more countries
        
        Public Speaking expert
        
        Am I on track now?
        
        Master degree on Stand by
        
        Working not formally on my leadership
        
        Looking for my purpose
        
        Thinking on ideas but not doing something about undertake something
        
        How can I increase my chances of success?
        
        Studying
        
        Exposing myself
        
        Trying
        
        Thinking on ideas and doing experiments
        
        Keeping going
        
        Taking smart risks
      - Aligned with
  - - - STRATEGY
        
        GOALS
        
        G1
        
        T1
        
        T2
        
        T3
        
        G2
        
        Gn
        
        TACTICS
        
        Concrete activities (steps) you undertake to make your goals, strategy and vision come to life
        
        More detailed challenges or objectives you have in order to make your strategy real
        
        Be clear and proactive about what you will do and what you won't do...to go for that vision
      - Big Picture: What and Why you want it!
  - - - Stay on top of the trends
        
        Monitoring trends
        
        Read widely and often
        
        Identify and talk with well informed people
        
        Macrotrends
        
        Microtrends
        
        From my industry
      - Identify and evaluate possible scenarios
        
        Scenario buildings about the trends already identified and about what I think could be important in the future
        
        How would be a bussiness in x or y topic?
        Discuss with colegues and friends
        Make a mind map
    - - i. What happened?
      - ii. Why it happened?
      - iii. What can I learn from it?
    - - It means being smart and get informed about a real strategy. You can't create an strategy based on assumptions. Take into account the following steps:
        
        i. Strategy doesn't have to be innovative.
        Strategy it's about making choices and that choices don't necessary have to be new ones
        
        Look to past success
        
        Look to competitors sucess
        
        ii. Consider the future trends in your industry
        
        Engineering
        
        Autonomous, electric and shared mobility
        
        IoT
        
        New Materials
        
        Computational simulation
        
        Technology
        
        IA
        
        BPM
        
        Robotic
        
        Bussiness
        
        Data
        
        e-commerce
        
        Alliances
        
        Collaborative economy
        
        Communication
        
        Digital businesses
        
        iii. solicit inputs from diverse sources
    - - Create a Strategy that is real, relevant and useful. A strategy applied to real world
        
        i. Map out your Assets and Allies
        
        Identify your skills, knowledges and useful experiences that can help you to leverage your strategy.
        Do the same with possible allies that can help you to achieve your goals
        
        iii. Create specific steps
        
        Remember the Strategy Sequence: VISION-STRATEGY-GOALS-TACTICS
        
        ii. Identify Constrains
        
        Not everything will be positive. So I'll have to know the negative factors that can impact my Strategy. I should take all those obstacles into account in order to make decisions.
  - - - i. Have Pre-meetings
        
        It means that you should not inform to everyone about your strategy in the official meeting. It should be something systematically assessed
        
        Breefly inform "Key people" in order to get inputs and feeback
        
        The real work does not happen in "The Strategy Meeting", it happens beforehand
        
        Engage that "Key people" into the process
      - ii. Identify possible objections
        
        Prepare possible answers beforehand
        
        Make a detailed brainstorming about the possible objections
        
        Prepare to face objectors (Individuals who can feel threatened by my proposal. Be aware of this situation and make a plan to manage it
      - iii. Create a system for accountability
        
        Send an email recap after every meeting
        
        Track the process. Make a timeline
    - - i. Clarify goals and metrics
        
        It is truly important to identify what do I WANT, which were the initial assumptions (based on a plan) and how to measure the accomplishment of those goals and assumptions (Metrics and Indicators). Every indicator must have an asociated goal.
      - ii. Evaluate progress at a regular basis
        
        Track the road towards those goals
        Define milestones (Important events)
        Define frecuency (Every quarter)
        Identify a tracking method (How and When)
      - iii. Document the process
        
        Having a documented process is the only when to make sure that can be checked what went wrong and what went good in order to do self reflection.
    - - Circumstances change so Strategy need to be updated
        
        i. Regularly audit the Strategy
        
        Am I failing o meet the initial expectations?
        
        Has there been a major change in circumstances?
        
        Is there a more promising alternative?
        
        ii. When considering a change, take into account:
        
        Run a small test
        
        Consult colleagues, experts and advisors
    - - Work on it in your everyday
      - Create an event in your Calendar for Strategic Reflection
      - Find an accountability partner