Tag Archives: attributes

The Biggest problem with corporate strategy is trying to predict the future and to “dictate the marketplace.”!!!

21 Oct

Almost all strategic planning sessions start off with the vision, mission, goals, values, and objectives scenario – yes? This begs the question, how good is our track record for predicting the future – I bet it’s pretty bad?

Maybe it’s time to become radical, and to totally change our strategic start up design perspective. If I tell you that there is a far better way to hit the bull, more often than not would you be interested?

Would you consider yet another reality; May I change that perspective, and let’s see if that is still all true.

(My theory is if we change our perspective and not just our perceptions, we will get a much better look at the real problem, and the way we look at things, then creates scenarios in the brain, that keeps changing with the new perspective).

Because if we only believe we can’t predict the future with much certainty then we won’t bother planning it in much detail, will we? Safe to say; No one can predict with up-most certainty anything that is in the future, let alone what will happen next week…

Nevertheless, forecasting is of the up-most importance in business.

Therefore, strategist, and forecaster alike need to probe beyond that curtain of uncertainty, and predict what the eventuality could/ would be like if we stay, start the course with our current strategy.

(The academics teach us to apply the laws of averages here, to find the average, and then to summarise risk, and come up with a worst case, average and best case scenario.)

Now days we see a change, away from that norm, towards looking at broad spectrum analyse of strategic challenges – by firstly looking at both internal (environment) as well as external (environment) and scanning it for defects, and misplaced links, between structure and strategy…, translating into emergent strategy; There are two approaches to strategy making – a deliberate or emergent strategy. The deliberate strategy is analytical and structured – Vision Statement, Mission Statements, Strengths and Weaknesses (SWOT), Objectives etc.

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If you desire true innovation, then you should be familiar with the concept and what it really has to offer.

18 Sep

In strategic circles, the one with the most “innovative” thinking trumps any one’s brilliant plan.

We’ve all heard the saying “perception becomes reality,” now if that statement was true, what will it take to make all “innovation” become reality too, and if it is that easy, why aren’t we seeing a lot of innovation or inventive people around?

I hear a lot of talk, everyone is abuzz with innovation, “we have to be more innovative people”, oh and the classic – “think outside the box”, who started all this madness, event at schools teachers are teaching “innovation” and how to be “inventive”.

We hear the word “innovation” everywhere, it is spreading like wild fire, especially in our media and business press, suggesting the word is becoming “a cliché,” (or used out of context) and just implying some form of change, and is used more as a buzz word, a fashion statement, than to actually advance very specific ideas.

“Innovation” – has also become big business; it has created a new economy; franchises, schools, institutions even, and lots of  literature – over 250 books on Google books with innovation in the title; consultants are popping up all over, people even get appointed with the title as innovation consultants, officer, office, thus making millions of dollars, even in advising, it’s become businesses. Just like global warming it s creating jobs and a sub culture.   Yet, I still have to see something  that’s truly jaw dropping, one invention that will convince me it exist, that will convince me it has merit, or can be taught, or harnessed like energy and has place in business theory. Continue reading

Business formation is changing the way we see Strategy, Management, and Leadership roles and function…

31 Jul

“It is all changing so fast” – just look at the way we communicate with all the tools and gadgets we have available. Laptops have just started becoming cost effective, and now they are already making way for “IPad’s”, “Smart phones”, and “tablets”.

The Information Age is here; also commonly known as the Computer Age or Digital Age, characterized by the ability of individuals to transfer information freely, and to have instant access to any type of information that would have been difficult or even impossible to find previously. It has become a fast paced, radical, and challenging world, where information is power, and the lack thereof, will cause your down fall some believe, just about everything out there is information driven, and it informs every aspect of life and living as we know it today, in one way or the other.

Information shapes the business landscape; so too our own managing styles and management philosophy, thereby business practice are adapting, with new entrants that are also becoming fashionable; the likes of BI, MIS and BA. What do we know about all these changes taking place, have we kept up? What do they hope to achieve and how do they work?

Today several new entrants are with us, they have come a long way in the making, and it is only now that they are finally coming to life, and extremely useful. With that said, they also come with some integration problems and challenges of their own, they are; Business Intelligence and Business Analysts as well as Management Information Systems Analysts still seen as new kids on the block – however we hear a lot of BI and BA talk, things are changing likewise with MIS also becoming a buzz word. Continue reading

Combining Management Principles with Disaster Management Aspects

9 May

Stop wasting time by creating mountains of elaborate planning, do it right, or just don’t do it at all.

Far too many disaster management plans are drawn up daily just for the sake of having one, because it is somehow “required”. Even more are drawn up costing thousands and are never implemented. The reason for this is they could not interface, or connect with structures and systems existing. 

What is a Disaster Management Plan?

First off, what is a disaster? Here is a short definition; A disaster is classified as being either natural or man-made. That has impact on a developed population’s infrastructure, housing, farms, or livelihood that destroys most of it, and caused extensive loss of human life, or drastically changes the landscape, environment, or economy of a region…

Now we can ask, what is a disaster management plan then? In simple terms; a disaster management plan encompasses more than just disaster readiness and planning aspects, it is very specific. Both in terms of being;
·         Industry specific,
·         Event specific,
·         Country specific and even
·         Language specific
·         Format specific…
It has characteristics of the environment it dictates to.  It connects via an identified or perceived threat or risk that it will, could or should address, if it transpires, alternatively, its preventative and mitigating.

Whenever contemplating preparing for “disasters”; in any form, be it small or large, then the way to deal with planning is to look at the composition of emergency and disaster management entities, and services existing in your area, and having a look at their planning first. Then only decide whether your contemplated plan will fit, or even add value. Any plan needs to fit in with both any local government, provincial, and even national governments plans, as well as their organs/ departments of state, in order to add value, or to even matter, and moreover make sense – it needs to close a gap, not open one. Other NGO’s  and industry stakeholders, and watch dogs are also custodians, like the Civil Aviation Authority etc… Continue reading

Six Required Competencies for Strategic Genius have been Identified.

12 Apr

Six required competencies for strategic genius have been identified before you can become a strategic Guru.


  1. 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.
  2. 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.
  3. 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.
  4. 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.
  5. 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.
  6. 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.

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 Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

This Book is Revolutionary in many ways, it is also Extraordinary in every way Imaginable

10 Apr

The Radical Revolutionary Strategic Management Matrix For Predators

This book is Revolutionary in many ways, it is also Extraordinary in every way imaginable. Nothing like it has ever been written.

A true Strategic Miscellany of divergent knowledge and wisdom, combined, into one Matrix. With  all the fields of knowledge necessary to create the concept of strategic trinity.

Written with remarkable true insight about what cripples and what excels strategy. With strategic insight, bleeding into military principles, some history, and philosophy on War, with the Art of War, Sociology, Psychology. Mixed with a good dose of street smarts, as well as practical tools, all fields of Strategic Wisdom and knowledge combined in one book. Have never seen it done? It’s here…

Learn more about new emerging  things in strategy: Like;

The Strategic Time Spiral Continuum

Whether you think you can do a thing or not, in either case you are right.

The Strategic Time Spiral Continuum starts off with this notion, by looking at our thinking premise and culture first, and how any paradigm shift could influence our overall thinking at the core.

No theory or system will alter how you see yourself and the world, if we do not stop and contemplate its necessity. Something needs to break, before we reach for the tools to repair it, to challenge us to change, or do introspection.  Things that are becoming more profound are Spiral Dynamics. What is Strategic Spiral Dynamics? Well, firstly Spiral Dynamics is a powerful model and predictive theory of human development and Cultural Revolution and its evolution. It has emerged as a powerful instrument for understanding the complexity of human behaviour and understanding. Spiral Dynamics has been successfully employed around the globe for conceiving and implementing real-world integral solutions to social conflicts and for catalyzing individual evolutionary transformation strategy.

Do you now see why you will become extinct soon if you do not do some serious reading;

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 Trafford;http://www.trafford.com/Bookstore/BookDetail.aspx?Book=339320

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