Asymmetrical social factors (refers to disproportionate) factors that influence strategy at all levels; they are all practices that we have, and practice in order to belong to a certain social norm or code of conduct, that influence our views and decision making. We become social around the planning table, and then so too do our customs and cultural rules apply…
These norms of social conduct also differ from one place to the next; home, work, church, sport, the club, and then it also extends into culture etc.
We all prescribe to a certain set of rules, codes, norms, practices, beliefs, principles and in the absence thereof to cultural norms, beliefs and practice. Combined these aspects form the “asymmetrical social factors”.
We don’t function outside of any realm of social influence, like a maverick, free from prejudice, influence, or bias, no, on the contrary we feed from one or even many social inputs; media, friends, education, culture, piers, parents, dogma, belief, all social sources, and this aspect informs perceptions we have on how to do things.
“With strategy everything connects with everything else”, subsequently, we need to understand more about what else is out there that directly influences our strategy.
How many times have you heard that? Indeed it true, we are our own worst enemy, especially when it comes to neglecting to think about or do certain things that we don’t want or like, somehow we almost instinctively steer away from that which we don’t like or want. However, it’s not always ideal, especially where its things we have to deal with, then simply avoiding them does not mean they don’t exist any more, or will go away, we have all I am sure practiced this behaviour, when we start using avoidance, or denial, then we are in fact just poisoning our mental well-being (or capacity).
Although you might think I am playing with words here, that is not the case. It is a principle that exists, that we should all become aware of. It is far reaching and it works, something that could change your life, if only you change your way of thinking, and practice it more. It is boundless, and could change the world, as you know it, by just changing your perception.
We are talking about building capacity; where capacity in this instance would refer to talents, a mental aptitude, and or brain activity, a proven way of solving problems, which gives you greater ability to overcome your challenges. Capacity goes hand in hand with capability. Then capability would refer to resources, means, and finances, finding the means towards rising above your current situation.
In life as in business the issues we would normally mention, as contributors for a lack of growth, and a barrier to success. Stays more or less the same, and we refer to them as resources or capital for instance, whatever it be, this principle stays universal. Continue reading →
Strategic management should exist at all levels of management for it to have any value and impact. This is well taught and understood, however, we never teach cognitive strategy, the part where we need critical thinking, to put it all together, the theory and the practice. With that said, it must be seen to be overlapping and intersecting, like limbs on a body. For the theory on strategy is all good, but without the mental maps, and critical thinking we can’t draw strategic deductions, then things are just organised chaos.
Strategy needs a tight fit between mental and practical application. Because it gets easily influenced both by internal aspects; like culture, perception, structure, policy, politics, finances, perception and bias, to name but a few, all of them way to powerful forces to trust not to interfere.
Thant’s just internally, then we still need to go externally, starting with the immediate environment surrounding the habitat; legislation, rates and taxes, infrastructure, government policy, local area challenges, etc… The point is strategy is part of something; therefore it connects to everything else, before it gets its own character and purpose.
Strategy derived from a need, a necessity, tends to serves a purpose. It aligns parts to form a whole, to steer an agenda with.
This process needs more insight; the thin line that joins cognitive and relative, as we navigate strategy we find many more diversions, setting in. Everyone and thing seems to want to divert us. Therefore it’s important to be systematic and critical when thinking, and applying a strategic mind set. It requires a set process…that will unite and focus efforts… Continue reading →
Six required competencies for strategic genius have been identified before you can become a strategic Guru.
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 creatingfocusedintent; 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.
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;
“In ‘Strategic Management’ class I felt enlightened. I learned a lesson: It is pure bullshit. I will never hire a consultant for my company”….. This was a tweet that I got. Just how many people working today, think the same?
Why, and how did they develop this perception?
Why people seem to think that strategy, crudely put, is pure bull…
Here is what I think…
It’s all about perception; mostly people selling strategy are not themselves sure what they are selling. Mainly because they only serve the plain vanilla flavour… by serving vanilla you can’t go wrong? Well you can. This is exactly why people today lose interest, and hope, and all direction when confronted with people that want to SELL them strategy.
Strategy is a tool; it’s not the whole toolbox…
Sometimes we tend to create the perception that; “Hay with this strategy we will solve all your problems”… its wrong, just very wrong, on so many levels…
Readymade, hot “out of the box” strategy just does not work anymore. Don’t confuse turn Key Operations, with strategy either. It is two totally different concepts.
Strategy is a plan, which can or won’t work… you take a gamble when you are only using strategy…
When in fact what you should be asking for is termed “Grand Strategy”…( more on that later).
The word Strategy today has been raped, by so many, so many times, that it’s just no good to anyone, anymore. Well at least with a plan you get something, some think. Who does not call any plan they have a STRATEGY today? Come on..a plan is referred to as a strategy today…again, my point, it’s all perception.
Therefore the word strategy used in conversation should be taken with a pinch of salt.
Because, It’s all situational, and each instance on its own merit.
The word stagey does to some extent imply planning, not just plan, and here is the distinction. Several plans make up a strategy when combined. – Yes and the detail of it, (resources, infrastructure etc.)
This is where the BS. Creeps in…When consultants sell their half baked watered down versions of the original vanilla custard pie, and want to make people believe it’s a custard slice…
Turn key operations, are out of the box ready to go strategies that have been well designed and though out, mostly tried and tested, it’s a cradle to grave concept…that you can’t get wrong, it’s the tried and tested variety, pretty much vanilla. Never the less they are not trying to sell it as the here-all and end- all. That will work for any venture type of concept – strategy. Granted a strategy never the less.
However, strategy in my mind is something that deals with the variables and unknowns of change, initiative, design, progress, all things unknown, and needs to start from scratch to be effective in the end.
It should also include the principles of design; that of pattern, business assumptions, resource analysis, market analysis etc. and elements of strategy, before it will become a true strategy. Without; a vision, mission, goals etc… it’s just a plan. Many people will sell a dream, based on a few easy steps… this is just not strategy… it’s still just a plan.
So if you need strategy, make a plan… first. And get the right people with the right toolboxes, to follow the principles of strategy and deliver Master strategy. This is what we need… when we say we need strategy…
Scroll down; Check the comments section, some lively debate has followed here…