Tag Archives: elements

Looking at the basic concepts of cognitive Strategic Management

23 Jun

Background

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.

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

I am Changing the Corporate Culture Come Hell or High Water!!!

1 Apr

The number one element of business survival in the very near future will be the ability to influence your own corporate culture.

This aspect some predict will become the life blood of all organisations in the near future others say it’s already becoming a critical indicator informing production and profit margins.

How farfetched an idea that corporate culture can make or break a company, really?

Maybe we should look at the bigger picture, and only then draw some distinctions that will inform us as to how close to home this will peg, if it is truly, or will become a reality beckoning.

Don’t compete with internal rivals, take the initiative with labour, lead them around by the nose, or they will you.  Make them irrelevant. Labour has a voice, but when this voice become a political one you are in for hard times. If you have internal rivalry from labour elements, then it’s time to take the bull by the horns, and shake some sense into him. When labour mobilizes and politicise issues, then it’s because they need leadership, and have take the intuitive from you, because of a lack of leadership. The signs and symptoms are really obvious; they will start threatening, then withholding service, and then demanding, intimidating and then open confrontation and even violence will ensue.

Easier said than done, or is it? Companies have long since engaged with employees in head to head engagements on wage for labour issues. Better working condition and other labour issues, to name but a few.  Since we have become unionised and labour rights inclined we have lost most of our grip on the employees, and have had to find alternative methods of getting the most out of our employees. This is not what this article is about, it’s about creating a sound, normative culture…that will serve both side well, labour and employer. But there needs to be a natural order, balance and respect in place before these action can take place.

This is a huge paradigm shift.

In order for this to happen we have to grip the organisation by the jugular; and create a new value curve. That will influence how we manage and influence corporate culture. We need to address a few points in order to be in a position to address corporate culture…

By examining the value curve we embrace;

  1. Reduce the factors that dictate the power balance between employer and employee;
    1. By looking at best practices
    2. Industry standard
    3. Mitigation of identified risk elements; strikes, layoffs, HIV aids, socio economic, political issues, and public transport etc internal and external influence, must be identified, prioritised, and address as best possible.
  2. Create the factors that will give us leverage and the initiative to deal with all aspects of labour.
    1. Enforce discipline as a matter of daily order and function – consistently and fairly
    2. Offer benefits no one else can equal
    3. Opportunities for growth
  3. Raise the standards and reward accordingly
    1. Incentives, overtime, bonuses, performance bonuses, time off etc
  4. Eliminate waist, and factors that contribute to friction
    1. Email and telephone abuse
    2. Late coming etc..
    3. None performers, slackers, bottom feeders
    4. Raise the bar – raise the pay grading
    5. Define what is a job well done
    6. What is expected and how will one be rewarded and appraised, on paper.

Creating a new value curve; emits new hope. People need hope to cope with the daily reality; they need to feel that they amount to something greater than them, and are part of its creation. The value curve creates focus on critical under currents that effect how culture in the company grows and flows, into production, and leadership.

Then no one can  ride management like a rodeo horse;

In order to break with tradition, you need to create focus; all employees must come face to face with their new reality, and start absorbing it and living it, one bump at a time. Don’t let anyone hypothesise and dramatize any aspect. You tell them how it is, will be, and has to be. No funny business. Then you surprise them and show them what can be done how to do it and how to get the results… face it people, seeing is believing.  Get them out of denial and onto solid ground, let them see their feet again, so that they know they can stand, on their own two feet, and walk, let alone run. What this implies is, let people solve their work station problems themselves; you have to give control here to get control at the higher tiers back – culture.  There is always a need to revise and review strategy – never get stuck in conformity. Even if we manage by statistic and statically everything is 100%, get down to the ground and gain the experience that inform the statistics to make sure it’s a true reflection…

It’s all about perception management; closing the gap between where we were, and where we want to be, takes effort. Labour is renowned for employing guerrilla tactics, and using their “wear them down strategies”, by stone-walling and delaying all forms of change and implantation, except as much.  These good initiatives, reasoning being people will lose their perceived power, as leaders and unions. Then all is lost they own us again… as i said; it’s all perception and denial…

In summary, take care of your “life blood”, your corporate culture, and play the political game, if not it might take care of you in unexpected and challenging ways…

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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