Strategic thinking versus strategic planning: towards understanding the complementarities

Strategic thinking versus strategic planning: towards understanding the complementarities In an environment characterised by flux and uncertainty, a capacity for innovative, divergent strategic thinking rather than conservative, convergent strategic planning is seen as central to creating and sustaining competitive advantage. As the case study of Communications Co. illustrates, scenario planning is one tool that many organisations, committed to redesigning their strategic planning processes, are using with some success. However, scenario planning requires both left- and right-brain thinking styles. The elements of left-brain thinking reflect the planning side of strategy making, while right-brain thinking mirrors the thinking component of strategy making. The relationship between the factors that enable strategic thinking and the level of "emotional intelligence" of business leaders is also considered. The Communications Co. case findings appear to support the view that while strategic thinking capabilities can be nurtured and diffused through an organisation, it will need business leaders with a high degree of emotional intelligence to lead the way. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Management Decision Emerald Publishing

Strategic thinking versus strategic planning: towards understanding the complementarities

Management Decision, Volume 40 (5): 7 – Jun 1, 2002

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Publisher
Emerald Publishing
Copyright
Copyright © 2002 MCB UP Ltd. All rights reserved.
ISSN
0025-1747
D.O.I.
10.1108/00251740210430434
Publisher site
See Article on Publisher Site

Abstract

In an environment characterised by flux and uncertainty, a capacity for innovative, divergent strategic thinking rather than conservative, convergent strategic planning is seen as central to creating and sustaining competitive advantage. As the case study of Communications Co. illustrates, scenario planning is one tool that many organisations, committed to redesigning their strategic planning processes, are using with some success. However, scenario planning requires both left- and right-brain thinking styles. The elements of left-brain thinking reflect the planning side of strategy making, while right-brain thinking mirrors the thinking component of strategy making. The relationship between the factors that enable strategic thinking and the level of "emotional intelligence" of business leaders is also considered. The Communications Co. case findings appear to support the view that while strategic thinking capabilities can be nurtured and diffused through an organisation, it will need business leaders with a high degree of emotional intelligence to lead the way.

Journal

Management DecisionEmerald Publishing

Published: Jun 1, 2002

Keywords: Strategy; Strategic planning; Scenario planning; Thinking styles; Leadership

References

  • Strategic Management and the Management Process
    Johnson, G.
  • Of strategies, deliberate and emergent
    Mintzberg, H.; Waters, J.
  • When and how to use scenario planning: a heuristic approach with illustration
    Schoemaker, P.J.H.

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