This book is one of a kind in that it has everything in it pertaining to strategy; stuff you wont find in your university books, ideal for management students, entrepreneurs, leadership development, change management, disaster management, teambuilding, project teams, and anyone looking for new and radical ways to inspire young leaders, as well as combine their revolutionary ideas with the old school, it deals with the cardinal 34 aspects of strategy. Starting from the sociological approach right through to strategy design, delivering with a business plan. Then taking you to implementation, with critical thinking and strategy engineering, dealing with military precision practices, the likes of CAPS.. It is dated and both inspirational, a must have. If you are serious about mastering strategy, then this is the one book you must have…
The short title is Strategic Management
The long Title; The Radical Revolutionary Strategic Management Matrix For Predators
Selling for around $25 (Dollars US), check online some stores have specials, and will be local as well, the eBook sells at around$3.99.
Whats it all about?
Its all about breaking with tradition; and Revolutionizing Strategic Management.
With A Matrix of 32 different fields of strategy; all in one book.
This is a first of its kind managerial book. It dares to Define true Radical and Revolutionary Strategic Management Competencies and Principles, by Applying both the Sociological and Military Approach towards developing and executing any plan of strategy perfectly. It gives you the edge, the inside track, of all the great leaders secrets, and knowledge, you could become the case study, and not always just have to follow it…
Great leaders had great inspiration, that comes from radical and revolutionary ideas, principles, and practices, all meshed into a capability for considerable insight, here we have exactly that… just waiting for you…
Come and connect with me here; On Google plus
Traditional strategic planning and methodology to some extent has given way to strategic thinking; the ability to identify the relevant strategic competencies required for a specific strategic project.
Termed “The Strategic Management Matrix Faculty”. Based on the assumption that three identified critical functions of strategy need to be present all the time; namely the alignment of operations, the continual improvement and innovation of systems design, and the allocation of effective recourses. Studies have shown that strategy formulation and execution requires very specific strategic competencies, in order for any strategic plan to work. It is no longer just about the strategic getaway and the big plan.
Six required competencies for strategic genius have been identified.
- Perception management and alignment; is a companion to business philosophy, and planning good strategy. If we depart from the assumption that everything we deal with is based on someone’s perception, then perception is of either things or “facts”. Furthermore, a strategy points into a direction, that direction is based on some form of bias and alignment, of strongly held perceptions. Then alignment is of either belief, or orientation. These aspects have become focal in strategic circles, where strategies are now concentrating on both things that people believe in or perceive to be real and “fact”, that they get from being orientated towards a belief or science, and aligning this with objectives. Perception management, a term that originated in the U. S. military. The definition relates to actions consistent to convey and/or deny selected information and indicators to foreign audiences. Specifically aimed at influencing, emotions, motives, independent reasoning, as well as intelligence, systems, and leaders at all levels. Furthermore, the aim is to influence people’s beliefs, and opinions, that ultimately result in a desired altered behaviour. Consequently, altered behaviour brings about actions favourable to the originator’s own objectives. In utilising various ways, perception can be manipulated – managed – to combine bits of “truths” about things and “facts”, so that eventually it becomes a new reality and fact.
- The open systems perspective refers to us being able to understand the implications of planning, and strategic actions. As well as its far reaching effects and importance. Strategic thinkers have to have the abilities of mental modelling, the ability to see creation in the mind, and relations in steps, and be able to design systems that will deliver on the completed end state, we need architects that can design complete systems from cradle to grave – with systematic planning. In order to be able to design systems with value creation, and quality in mind, they need to be open, to connect to attributes and essentials, as well as new resources at any given time.
- The third competency is creating focused intent; which means looking at ways of getting more leverage, and initiative. By focusing our efforts faster and narrower; the ability to focus our attention as a collective, to resist diversion of efforts, through structured engagement and focused intent, and to concentrate all our efforts as a whole for as long as it takes to achieve our main objectives.
- Thinking in time spirals means being able to bring past, present and future assumptions, and all relevant aspects into the strategic equation, to create better decision-making models and speedup implementation. “Strategy” is not just driven by future focused intent, action, and vision alone. It is also the opportunity that it creates, to close some gaps between today’s problems and tomorrow’s reality, and our intent for the future that is critical. It also serves as a learning experience that creates an awareness of old problems addressed in new ways. By being aware of time, and how to utilise it best as a valuable resource.
- Critical thinking, the fifth strategic competency is being skills development driven, by ensuring that both academical and practical skills are taught and transferred, by developing intellectual capital, with both imaginative and critical thinking.
- The final strategic thinking competency is emotional intelligence; By specifically identifying personal attributes that enable people to succeed in life, and developing them, and this also including self-awareness, empathy, self-confidence, life skills and self-control which means being entrepreneurial, and focused on network creation, we create human capital and emotional intelligence.
Get all your “Strategic Competency” issues addressed
- In this book, we will be getting to grips with strategy where it counts and becomes relevant and critical, by addressing very specific strategic competencies.
- Perceptions, emotions, and actions are a balanced trinity, essential for awareness and strong strategy. By creating a deeper understanding of why and how things become significant and addressing these and other competencies, chapter by chapter required from strategist today.
- Strategic thinking is just not enough; we require critical thinking, perception management, skills, reframing, tactics, structure, systems, action and planning, all attributes of success, and when combined they deliver…results.
- Do you have unanswered questions?
- Are you still trying to solve old problems the same way you created them?
- Has strategic roles and functions become mixed, and blurred, who is responsible for what?
- Are you surviving or thriving in your organisation, find out why?
- Battling with too many change initiatives, and diversification?
- Still attempting to secure your own organisational survival or just achieving some balance?
- Do top down strategies still determine how business gets done today?
- What’s more important – growing expertise and strategic thinkers, or having a perfect strategy and chasing production figures?
- Frustrated with the strategic buzz words used, then break the mould!
What you will find in this book;
- The art of strategic conceptualisation –the “Art of War” – CAPS and GAP the roots of all strategy.
- Well explained to the very core, all the concepts of strategy; chapter by chapter, we cover…
a) Visualisation and perception – how to see it, understand it, believe it, then plan it, and sell it.
b) Utilising conceptualisation to understand “why” rather than “how” better, by using – CAPS, (Concepts, Attributes, Perceptions, Systems) – that gives you a formula for dissecting and working with the variables of design and change.
c) Learning to plan – with acronyms – then everyone speaks the same battle language.
d) Implementation, going over to action – Military styled ways to get people to implement precision styled plans.
e) Management and strategic control – understanding what it requires and all it entails.
f) Realignment of the strategic plan- with the OODA cycle.
- Dealing with the gravity and complexity of strategy;
a) By reinventing thought processes – thinking strategic, with critical thinking for the professional.
b) Designing systems that work in collaboration, resilient, like an army on the move.
c) Aligning values and production output without becoming cliché.
d) Are we still confusing operational effectiveness, and tactics, with good strategy?
e) Defining the roles of management – and proper systems design.
f) Understand strategy from cradle to grave.
g) Become a corporate politician -start networks to deal with office politics.
h) Be radical in your thinking and more systematically inclined in your approach – and get your strategies working.
i) Make an impression with your insight – and gain recognition.
j) Maintain creative control of your work, and widen your control span.
k) Learn new problem solving techniques.
l) Dealing with change, without stressing it.
m) Errors in corporate strategy are often self-inflicted – are you the cause?
n) Strategy and Competitiveness are linked to personal and managerial traits.
- o) The art of critical thinking…explained.
p) Grave strategic errors come from within – by relying on a flawed definition of what is strategy.
q) If you cannot get it right at the coalface then you will never turn it around.
r) A good strategist is a leader that is aware, and good at understanding influences – and even better at communication and networking – the A,B,C of progress and resolve.
Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at;
Have a look inside the book here before you buy;
Chapter 1: Looking at the Relevance of Human Cognitive Models – and how they influence strategy… 22
Chapter 2: Strategy does not exist in isolation… 47
Chapter 3: The “Revolutionary” Strategic Management Principle Explained…66
Chapter 4: Enhancing Our Mental Ability…90
Chapter 5: Change Management & Culture…127
Chapter 6: “Win” With TRIANGULATION…154
Chapter 7: Overcoming the Stumbling Blocks towards Making the Desired Change…181
Chapter 8: The “Radical” Strategic Management Principle Explained…203
Chapter 9: What Is “Matrix Quality Management” – MQM Exactly?…216
Chapter 10: The Fundamental Principles of Strategic Re-Engineering…232
Chapter 11: Understanding Why Structure Has To Follow Strategy…243
Chapter 12: Reframing & Systems Thinking…261
Chapter 13: The Logical Steps to Take In the Radical Strategic Planning Process…272
Chapter 14: Developing a Business Plan…296
Chapter 15: All About Thinking: The Quiet Mind and Critical Thinking…309
Chapter 16: Critical Thinking for the Professional…338
Chapter 17: The Reality of Industrial Espionage and Security…355
Chapter 18: Building a Successful Network…363
Chapter 19: Learning “The Art Of War”, – By Studying the Three Grand Masters…374
Chapter 20: The Matrix…413
Chapter 21: Masks and Strategic Thinking…454
Chapter 22: The Rapid Dominance Strategy…468
Chapter 23: Making Use of Nero Linguistic Programming (NLP)…478
Chapter 24: The Sum Of The “Whole” Is Always Bigger Than The “Individual”…485
Chapter 25: Wisdom vs. Knowledge…500
Chapter 26: The Leadership Trap…510
Chapter: 27: “POWER” is having Balance…528
Chapter 28: Campbell’s & Geel’s Strategic Alignment Model…539
Chapter 29: The Principle of Trust…567
Chapter 30: Beware Of “Pigs” Preaching “Principles” & “Politics”…575
Chapter 31: The Time Spiral Continuum…595
Chapter 32: The Four Basic Principles of Power…635
Chapter 33: The Final Analysis – The Radical Strategic Management Matrix for Predators…631
Chapter 34: The Note Book…671
The book deals with;
Revolution is at the heart of human nature and Strategic Management
- This miscellany is a study of cardinal influences that equates to the “make or break” factors in planning strategy, and the competencies required to execute perfect strategy.
- Sets a new paradigm for the strategic management arena, backed up with essential knowledge that will empower individuals to behave like “Predators” on a strategic landscape, in a strategic society that has become increasingly complex, competitive and yet complacent. This book will capacitate you to deal with extremes. The new “Predator” paradigm, teaches us required Radical and Revolutionary insight for handling today’s flux.
The significance of this required Revolution
We require more “revolutionary” ideas from entrepreneurs to think creatively, and thrive in this day and age. The very essence of “Revolutionary” ideas, have chartered the course of history and humanity, from Newton, to Picasso, from science to art. It only took a few unique men to challenge the boundaries of our existence, to ultimately influence the course of human history for good and evidently life, as we know it today. Ask yourself, if it was not for these men and their revolutionary ideas, where would we have been today. These “Predators” have set in motion a powerful surge of thinkers and apprentices to carry on with their ground-breaking work, they have inspired future generations of thinkers, which ultimately continues to spiral us forward and onward to the next level of existence. What is truly significant and remarkable about the evolution of humanity? It’s our ability to evolved in leaps and bounds, at every completion of an evolution, we gained new knowledge and insight, both essential and required, to cope with the challenges of the new, to elevate us and prepare us for the challenges of the following new leap of evolution. This is the essence of strategy, its revival.
By looking back in time and history, we can see the relevance of this acquisitioned process of knowledge, both require and essential to capacitate us for the next evolution. Life has become a constant relay of cycles in a spiral of change, that increase in dimensions and speed as knowledge and wisdom grow in parallel with our evolution. With the inevitable completion of a cycle, we have already started the groundwork, unknowingly at times it seems, for the next cycle to start. In this manner, we have gone from intro to epilogue and we have started a never-ending seamless journey of growth and development, just like seasons change we change, and grow, in all spheres of our existence – since the beginning of time. Evolution is our survival, it has, and we can safely presume will always be at the centre of our existence.
The one thing that remains constant in this process is ever changing strategy. If we at first do not succeed, we try and try again, until we do. We have thus far relied on our ability to adapt to this continuum. To strategise and to adapt, in order to continue the epic of continued reinvention of knowledge, from the one to the next generation we have passed it on. To ultimately survive everything, from cold, disease, war, and hunger to taxes and demand for payment, life and living -it is all about strategy.
Throughout the ice age, on to the information age today, we have adapted and overcome our circumstances successfully, repeatedly, just by adapting our strategy. Our unique evolutional process and ability to influence our surroundings, has become our pinnacle mechanism for survival.
The threat now it seems is time, time itself, that aspect of keeping up with the time, we just do not seem to have enough time anymore. Time – has fast been catching up with us, we are running the risk of falling behind time within the following cycles or seasons of life, with every advancement we have made, time accelerates. We get more done in less time, but we still have much more to do, and not much time left doing it…
Survival and revival is at the very heart of man’s evolutionary existence…and programming.
“Choice” – has been the only strategic mechanism standing between the two options in life – chaos and order.
Does strategy have to be Radical to be effective?
The word “Radical” within the strategic ambit refers to a required critical catalyst necessary for revolutionising our thinking, it opens us up to evolution and new ideas. Without the need for change and more innovation, we would still have been cave dwellers some believe. Human nature itself is not passive; we are greedy, we want things, and by satisfying our wants, we have become radical. Therefore, this makes the process of strategic thought so much more essential and far-reaching to manage change. Change, has forced our total adaptation; without it there would have been no need for our evolution, but, if anything, the forces of nature have taught us that change is inevitable and very necessary. This necessity to adapt to changes, no longer just requires skill and knowledge to be cultivated and passed on, we have to cultivate essential effective strategies to fuse it altogether in order for us to cope. We have come to the realisation that we require this catalyst, to open up the portal to more advanced forms of knowledge to cope, and in turn, it gave birth to us following “Strategic” principles.
Strategy therefore became a law in its own right. A subject and knowledge field based on fundamental principles derived from our collective experience; by coping with change in many forms, we have grown in our evolutionary universal knowledge. It became part and parcel of man’s being in the 21st century, solidified and imprinted in our DNA; it has become the vehicle of choice to exploit advantage by all man. We have realised that strategy diminishes risk. Strategy is calculated and both analytical, it gives us the ability to plan. The importance of strategy has also brought about the realisation, that strategy gives form to the abstracts of reasoning and shapes the world of thought and communication. All the while, the mental evolution of thinking strategically has been speeding ahead, regardless of time and of history itself. Our physical dimension has become trapped. The one thing that was left out, that changed our views on strategy and its usefulness, has become very apparent, and that is that all strategic thought requires is a sturdy rigid mental and ethical compass to steer it. We have come to a juncture, pertaining to the application of strategic thought and introduced the concept of “Management”.
Management, where does it fit into strategy?
Management, the concept of management is supposed to guide the strategic brilliance of man,togive it a required wisdom, understanding and direction by incorporating time. When the two merge we measure, and we start gauging performance against a certain criteria. This adaptiveness of man, his innate ability to improvise, adapt and overcome – has served us well, some hailed it man’s greatest legacy. Strangely enough, strategy is also the guidance of thoughts, the thinking about thinking. In addition, although it does recognise the concept of time, it can function without it. Is this not the reason we have to leave this body to escape the consequence of time itself? Moreover, until then we will have to struggle with time and the one thing that keeps it all in balance, the capability of the human mind to think. To work with strategy one must be able to think critical, to negotiate any complexity and chaos. With the help of strategy, we have combined our whole being, to devise an amicable solution. This very aspect is what separates us from beast, this strategic distinction that has given birth to all of man’s greatest accomplishments and failures by the same token, for we have been given our own free will, to choose our destiny. The ability to choose, to understand, to make sense of our surroundings and to find our purpose, this is all done by choice. Choosing has become the predicament of modern day man; we all get to face choices daily. Do we overcome our kin, our nature and ourselves? Well it is our choice. Do we have to grow knowledgeable, or not? Do we have to use knowledge effectively, or not? This is all by choice, we get to make the decisions, and this ability to choose has been given. Man stands at the eve of his greatest legacy, choosing his salvation; it is no longer a question of survival but a question of ethical and moral predicaments. Somehow, time has caught up with us and the only thing standing between our salvation and us is choice. This is not a simple thing either, choice is predominantly influenced by our perception and perception in turn is enforced by our choice, as it is enforced it eventually becomes our habit, and our reality. To understand perception then is to understand reality and the consequence of our thoughts and thinking itself.
Why a Matrix?
The “Matrix” in this book defines the boundaries of our thinking and living, by defining our perceptions and why they exist, by dissecting it to its core, starting with natural and universal laws that apply to everything we do, hear, say and experience. The Matrix defines all the physical and mental limitations of this cycle of thought and the forces that influence and guide our perceptions. Ultimately, we get to analyse every aspect of perception in detail and how we can apply choice with reasoning, by learning to think critical. Filtered against the influences of civilised norms and ethics and common manmade laws to help keep influences intact. The Matrix addresses the confines of what has become our perceptual boundaries in strategy formulation, man-made boundaries and the confines of our inner spiritual being, confronted by reality, and that which guides our beliefs and belief system. The matrix addresses further still, aspects of our perceptualization, that which so powerfully influences the moral fibre of society and its dignity. Those subtle restraints, that are of moral and ethical value. Then there are also the social barriers, which complicate the anomalies of what’s deemed expectable. Perceptions challenges everything we are, do, and say, they get tested and formed by our interactions, the various stages of our growth, both mental and physical, from birth to adulthood – the anomalies we experience right through life. Those stages of interaction and solitude – our various states of existence are tested. The only thing that still exists to rid us from the burden of perception is our free will, our ability to think rationally, to think critically and to think outside perceptions. This realm of manmade perception – where we create our own reality. The Matrix teaches us that perceptions and imagination combined can conjure up irrational thought-inhibiting processes that will rob us of our opportunities in life. They are all free willed agents as well, in other words, they pop up at random, they mainly manifest our insecurities and inability to control our perceptions and insecurities effectively in nasty and ugly ways when challenged. What this implies is that only by choice do they become our reality; they have no natural or common boundaries opposing them, only mental. They reflect our desires and thinking, they control our subconscious and emotional reactions. They have roots that go back to the birth of the universe, yet they do not have a focal point of existence within the moral or ethical. They change and grow as we change and grow… Until we reach the “strategic mental maturity”, to understand that perceptions have to be controlled.
Why the Predator within us?
The “Predator” within us, has to be awakened, as he has the true spirit of choice and action. Unlike sheep following the flock, sheep are soft, vulnerable, susceptible and gullible. They live and work in a world of denial and perception. Predators are individuals, seeking truth, they realise the importance of moral, spiritual and ethical living. The think and live outside the realm of “normality”. By enhancing our Predatory instincts, they can serve us well still, in our modern day roles, as specialist tacticians, leaders, managers and master strategist; we inherited this skill from our ancestors. We were ultimately engineered to adapt and exploit our habitat to our advantage. We were born to hunt, to dominate, to ascertain knowledge, to lead and affect change and to survive any complexity that change presents, even at varying degrees, throughout our life cycle. In strategic terms, a chosen learned mental enhanced state of existence. The predatory instincts within us, drives us still today, to prey, the only changed aspect is a higher sense of prey, knowledge. To ultimately satisfy our modern day “predatorial” need for order and balance in the pack status of society. The only thing that has to change is our mental sight or insight. The pursuit is more moral and ethical standards – paradigms- of living, for everyone, especially our children. The Predator drive and frame of mind radiates vigilance. This field of predatory expertise is called Epistemology today and it is better explained as: the study of knowledge and its acquisition. All human’s to a greater or lesser extent has perused this through the ages, the hunt and pursuit of knowledge, the growth of wisdom and understanding, the wanting to know. The earnest desire, to live a life of purpose and balance in all its facets is a spiritual one. We all want to survive and succeed, no matter how great the odds and still remain faithful to our virtues.
Still want more- well then you will just have to get a copy…
Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at these stores
|Date of Publication||21/03/2011|
|Genre||Management Techniques: Professional|
|Place of Publication||Victoria|
|Country of Publication||Canada|
|Content Note||black & white illustrations|
|Weight||1314 g or (lbs): 2.9|
|Width||280 mm / 11 in|
|Height||210 mm / 8.3 in|
|Spine||30 mm / 1.2 in|
|Format Details||Trade paperback (US)|
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