Tag Archives: management

Index of posts on this blog – Strategic Management

2 Jul

Building better organizations…

13 Mar

Building better organizations with healthier productive people requires insight, and experience.

The sociological perspective is crucial for working in todays multiethnic and multinational business environments. Strategic planning and decision processes should end with objectives and a roadmap of ways to achieve them. The goal of strategic planning; is to increase operational effectiveness overall – holistically -, to eliminate waist, especially when long-term and high-stake activities are involved. When these two elements don’t meet – organisational / industrial psychology and strategy -, we get to see all the good, the bad, and the ugly in human nature….erupt.

Taking some time, and evaluating the usefulness, and application of both, by unpacking them, could bring us to some new insights.

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10 Nov

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The Gravity of Strategy

5 Oct

“The Seven Pillars of Gravity” define the physical and abstract nature of our adversaries.

Strength and weakness, both physical and abstract, are mixtures of Yin and Yang. Where nothing remains stagnant, where strong becomes weaker, and weak becomes stronger in changing cycles. Where strength and weakness is brought about by influences. Then it stands to reason that we can influence things, to either make them stronger or weaker. By linking certain common attributes of business design to concepts, we can create models of any contemplated aspect of company design and relate it back to a physical form, to see where it is strong and weak. Then, by identifying and studying their objectives, we will be able to get a better idea of what is their strategy is all about, identifying their abstracts of reasoning, where are they hoping to go with it and what are they doing both right and wrong to get there. The picture becomes clear, then the abstracts of their strategy becomes concrete and factual to us. We deal better on factual basis as opposed to hypotheses and assumptions with finding solutions. We have now successfully identified the two crucial aspects of disseminating a design, and defined the physical and abstracts strengths and weakness of the adversary. Remember, every strategic aim consists of commonalities; the vision, mission and objectives. However, these attributes of strategy conceal the tactics used, it does not define the actual flow and direction for us, where one objective can become several objectives with smaller goals, that requires “things” in order to work. We can influence thought and the abstract of it, but we can create or destroy physical means. With strategy, something’s are physical, clearly observable and tangible, and other things are of abstract nature – mainly referring to reasoning, culture, paradigms etc… Combined they form the organisation and its purpose. However, what they all require is a vehicle to bring them into effect, and that vehicle is systems. Systems need things and people to operate, so that makes them the perfect target, for it is the weakest, as it is the most reliant and vulnerable to change, influence and its dependencies. Where abstracts – their “objectives”- are seen as essential forces of strategy that cause “gravity” – weakness – because they need things to survive too, and they could exhaust resources and place burdens on systems.  Objectives, with sub-ordinates, causes a polarity, that impacts on other parallel objectives, that impact on the total system at some point or stage. If un-checked it could cause failure, bottlenecks, or total systems collapse.  Therefore, if we target certain main objectives and systems, we can cause the strategy and the organisation to fail. In order to achieve success in business one must achieve objectives and goals consistently and well. If we want to succeed whilst gaining momentum, we have to find ways to minimise risk and weakness, thus eliminate gravity, by closing the door on our competition, and as we do, we will gain some better competitive advantages. Our focus as organisation must shift to our ability to sustain systems, the ability to change objectives, and create situations that causes friction for the opposition, and not us, where the competitions system becomes stuck, or weak, because of the pressure we are exerting on them because of our strategy. By making them adhere to our tactics, then we can create and dictate the trend, either by destroying, or depriving them of their ability to stop us. This is also known as manoeuvring. In order to obtain this objective, we focus on physical means first, to understand what they are, and how are they structured to form the organisation. We can employ the7 pillars of gravity model, to serve as the focus point of efforts in planning our EBO. This gives us an ideal three-dimensional model of our radical strategy and that of the opposition, we are not designing strategy in a silo. By having analysed the physical attributes of the adversary, we take that data and deposit it into our model. Anything that can function on its own and is free and able to make decisions, as to where it will go and what it will do, has a determinable character, with attributes, like an organism, that leaves an influence and signature in its habitat. Depriving an organisation of its physical means, or distorting its gravity – making it weaker where it is weak already – won’t always stop it, but a mix of both will, combined. Having defined the opponents systems attributes – then pillars emerge, it then gets broken down into the seven pillars.

The first Pillar is the core or leadership. – Here we build up a profile of who the leaders are, how they makes decisions, and how they get influenced. Their individual character traits, are they emotional, conservative, echo centric, or bureaucratic decision makers. If we ask the right questions we get the right answers. By finding opposing forces, like we saw in the yin yang model, we can draw many conclusions and assumptions. Chief executive officers leave trails and we can interview people to ascertain more information about them, providing us with a clear view of the brain behind the strategic direction, the guidance and control over the entire system.  Breaking one finger, will render a hand useless. We don’t want to take on the whole organisation just their weakest links. If we identify that their command and control element is it, then that is where we will focus on. “It and it alone is absolutely essential in the sense that there can be no substitute for command and control, and without the brain the body becomes useless, even though technically alive, it is no longer operating at the strategic level.”  The organising portion of the entities possesses will stall, the ability to decides the who, what, where, when and how, will become severed and useless. Direction and movement will depend greatly on the influence of the “head”. 

The Second Pillar is called organic essentials or physical means. – liken to food and oxygen for humans. Things that we cannot live without. Logistics; Service Providers, Manufactures, Transport grids, Warehousing, Transportation and Suppliers. The organisations life blood, where the heart and lungs pump blood and air as organic essentials without which, “the brain cannot perform its strategic function.”  Organic essentials are not of equal importance to the brain because, “a heart without a brain, is a very expensive, complex pump without meaning or ability to act or effect.” We could start buying stock from the same supplier and be willing to pay more should he agree to only supply to us for the next year, exclusivity contracts, sole supplier mandates, this could include buying out the transportation contractor of our opposition and using them for other contracts that we have negotiated. Offering better services to his suppliers, buy buying bulk materials and selling the over flow to other suppliers. In short, everything that the businesses requires or are reliant on to function, as its support systems and life lines, is viewed here.

The third Pillar is the infrastructure or bones. – Blood vessels and muscles, they are important but we can adopt work-around capabilities to enable us to function without them.  Infrastructure can move the organic essentials and support the brain but the body can exist without them. By spreading your vulnerability across a wide front by decentralising and flattening your organisational structure as a first step, you will in essence be out designing your competition. Here we focus on structural design and how to change the nature of the skeleton, of the beast. By streamlining structure, we will be speeding up and will produce faster turnaround times…The other aspect is a foot can compete with a foot and a hand with a hand, so do not try to break a market by introducing a structure that will not fit. Partnerships are not off the cards here as well, many big monopolies do this, they merely trade under different brand names but in essence all the working parts are the exact same thing, it is just the designs and interfaces that have changed. The customers are happy and high quality goods are under mass production, bring down prices so the same two seemingly competitors are flooding a market with high quality goods that their competitors just cannot match.

The fourth Pillar is population, cells. – The human capital and corporate culture they have -a human body can lose a substantial amount of cells (people) and continue to function effectively, we need to find out if this will hold true here as well. Is this organisation held together by, ethics and feelings of job security, loyalty and or financial gains for hard work, performance orientated…. If not what is the glue? What holds it together during hard and difficult times? Do a SWAT analysis, of the competitor. 

The fifth pillar is the defensive mechanism.  – That forms the protective ability of the organism to defend itself – its immune system.  The interconnectivity of the human element with the systems and the set of subsystems, what type of interfaces and communication systems, protocols and policy within each pillar is seen to be fundamentally strong or weak, viewed as parts of the system, a microcosm of the larger entity.  To relate this aspect of the human body model, how would a weak heart effect the system, how would an injury to the structure affect that organ, (if the chief designer were to resign) or the total loss of one part of the system, would it have a significant impact on the remaining parts. 

The Sixth Pillar is understanding their strategy and design. – By taking these two ideas of interconnectivity and its effects, and interlocking them – how well are they aligned with their strategy – perfect, or asymmetrical. We create a model, which provides planners and strategist with the ability to examine the adversary as a system within a strategy, because it (the model) “tells us what detailed questions to ask and it suggests a priority for the questions that should follow”.   It is believed that the commander is at the heart of the strategy centre; the next pillar includes the organic essentials, or logistics.  Lines of communications; the command and control structure, its interlocking networks that form the infrastructure or third pillar.  Support staffs form the fourth pillar and the influences form the fifth pillar, is an applicable tool for campaign design and operational planning focus. Having identified all their centres of gravity – is it designed to be technically superior and expensive, or simple and multiple.

The Seventh Pillars of tactical and strategic advantage.  Developing your own forms of attack and counter attack gives rise to the formation of “parallel attack.”  Parallel attack is the ability to strike at a vast array of  “targets” across a strategic front. By having a decentralised structure, your system can function in silos, should the main system come under attack, the rest will still function uninhibited. Thus when “attacking” a centralised controlled structure, it is very easy to predict how it will respond with tactics and strategy, even when it is routed, so its history holds its future because of the pillars that support it. However, when decentralised, you have many autonomous “smaller heads” and “ smaller pillars” that are strategically and tactically empowered to act compellingly different. How will you attack that? Hereby rendering them less susceptible to a single attack that will dislodge and defeat them. Thus attacking in parallel would cause significant damage and not enable the competition to rebuild his losses.  Serial attacks are the opposite of parallel attack in which only a small number of targets are struck and in doing so, enable the enemy to quickly repair any damage.  Instead of just focusing on only 1 or 2 targets, forces in parallel attack would disperse and simultaneously strike a wide array of targets, at the operational and strategic level.  When targets are diversified, the perception and paradigm, the abstracts are better attacked, that the physical. In striking these simultaneous with parallel blows, the competition loses hope and balance, striving to achieve the effect of “reducing the effectiveness of the overall system.” Just by changing perception. In this theory the centre of gravity is unpacked into the “Seven pillars of gravity”, or the seven joints of balance, it also supports the linkage of this concept to executing effects based operations. This model views centres of gravity, as composed of both vulnerabilities and strengths, always changing, depending on how they are designed and approached. The Seventh Pillar is all about understanding and finding external influences to counter internal influences beforehand. The seventh pillar is an internal look at what we have, opposed to what they have, and how to best utilise it against the opposition if it comes to that, both in attacking him, or defending us from him, or a counter attack. How to hide our own vulnerabilities and exploit that of the competitions, what can we learn, apply, and share if need be, it is all about developing models of expertise, running simulations, and scenarios, to know the enemy is to know oneself it is said. This knowledge is formulated as doctrines to counter competitor’s strategies and to be ready to attack them if they attack you. Battle is not the place where you want to face reality for the first time, and wish you had a few tanks as well. People who say, that no one will use tactics like this in business, it’s too farfetched, and absolutely ludicrous, are naive.    

Get my book now and read more; https://bookstrategic.wordpress.com/2011/03/07/about-the-book/

Critical aspects of system design; dealing with curvature

7 Sep

Critical aspects of system design; unpacking the sub-systems and forces in the system map:

What is your color, and how do you bend to fit in, especially with others and their culture, are you a rainbow culture or a solid one with one color?

 

# 1 – Culture;

Culture is a definition highly misunderstood and misused, thus the need for an explanation:

Culture refers to the following Ways of Life, including but not limited to:

  • Language : the oldest human institution and the most sophisticated medium of expression.
  • Arts & Sciences : the most advanced and refined forms of human expression.
  • Thought : the ways in which people perceive, interpret, and understand the world around them.
  • Spirituality : the value system transmitted through generations for the inner well-being of human beings, expressed through language and actions.
  • Social activity : the shared pursuits within a cultural community, demonstrated in a variety of festivities and life-celebrating events.
  • Interaction : the social aspects of human contact, including the give-and-take of socialization, negotiation, protocol, and conventions.

All of the above collectively define the meaning of Culture.

Then we have Organisational culture;

Organisational culture is an idea in the field of Organisational studies and management which describes the psychology of business theory; all the attitudes, experiences, beliefs and values (personal and or cultural values) of an organisation

With this as background.

We will explore the meaning and “fit” of it, the importance and uses of culture. Specifically organisational culture and its history. Important, and noteworthy, Organisational culture makes up the founding principles on which any organisation was/ is built.  It entrenches what the organisation stands for; strives for, hopes for, and we even find an ethnic culture, a religious culture, an ethics culture, all woven into the same fabrication … it does not stop here either…

We even find sub-cultures if we dissect what culture brings; it deal with all the things individuals bring, that lives just under the surface,  inspired by; gender, age, a value systems, social status, unionism, and lastly a recreational or social culture or a lack thereof.

All these aspects determine the core energy of the organisation. Energy comes from having a healthy balanced culture. From this energy and diversity we look for: innovation, creativity, leadership, agility and flexibility. We also want to grow an ergonomic working relationship that will lean itself towards, participative management and the need for CRITICAL THINKING and thinkers, to develop synergy of vision, mission, goals and team spirit.

Referred to as the organisational culture, the sum of all the cultures of the enterprise thrown together to form a corporate “VIBE” – or culture. Although it is a sub part of the bigger system, it is a key performance area. A very important part of the systems design, the human element and its dynamic in a system, this aspect can never be underestimated. If there is no discipline, either;

  • personal –
  • functional –
  • and or operational- discipline, then things crumble…

If hierarchy, clashes with culture, then mutual respect disappears from the corporate identity. We will also see disparity in work ethics, or a lack there off. Corporate culture influences the centre point of gravity, which could bring the organisation down if not sound or remedied.

It is not by chance that “Culture” and corporate identity was named as the number one attribute of success for any company, yes “number one”, for it is and should be the first aspect when designing a system to be given a critical review. If this one aspect is flawed at the route, then in essence people do not have the same levels of maturity in mind to see the bigger picture, then it all starts to revolve around me, me, me. Any sense of work ethic disappears, the proverbial “dry wood” appears, people will be slotted into positions they don’t have the capability for. This should be sorted out first, otherwise it will develop, into “bad blood” in the management caucus during the transition phase, because everyone is in this race for himself and I assure you it will carry through into the “new” system. So the old saying of garbage in, garbage out, well it still holds more truth here that what you could ever imagine.

The whole system and systems approach will forever keep struggling to get on to its feet, if the fulcrum it revolves around is weak, namely their “corporate culture”.

The point to make here is, even if you can have the best of the best of all things available too you, and you still do not have a sound corporate culture, it will all boil down to failure.

In order to change organisational culture for the better; you need to make a concerted effort to get to understand what every manager believes in, in every unit. This belief or paradigm will influence the type of culture that cascades from the top, if the top people have bad culture, get rid of them and fast, or influence their perception curvature.

Curvature refers to our personal horizons; the things we believe in, and how we promote this philosophy, how we see people, in relation to dealing with them and how they perceive themselves and view their reality of the organisation, especially at that point where things become future orientated and driven by their own inputs. Then we have friction, conflicting beliefs, views and beliefs. if we can solve this dilemma we are almost home free.

This aspect creates curvature; these curvatures will curve towards right or wrong, this is what you want to tap into. Influences from managers, on strategy and systems design stem from a culture, a belief, and values system they hold onto. This is the point where managers steer the course of corporate curvature. This is where the organisation looks at the horizon that reflects their future as “they” perceive it, influenced by the current way management is dealing with labour, managing resources and resolving or creating conflicting views and other issues.

Curvature is best explained as a rainbow; where every manager has an equal influence when working in harmony – in other words; when the “captains” / managers are creating a good working( corporate) culture, (and not sowing division, by bending curvatiures out of position) then they should be doing well in terms of building culture/ team work, then – they are “in-line with company politics and ethics. Flowing with the cultural curve/ curvature.

However, if they are not in harmony; then they create friction, and they start curving over each other, the influence of which creates a mixed up kaleidoscope, thus changing the color/ karma in the spectrum they are influencing (they impede the way that other mangers operate by interfering) this becomes a way of distorting others curvature. This relates to circumstances that influence people to veer left or right from the required norm, by having to follow the curvature of the influencing manager that is out of synchronisation.

These are the elements of “curvatures” bending, things that dictate how well we (as an organisation or as a person) will be able to:

  • Deal with the anxiety of events that fall outside one’s curvature of controlled Influence. Curvature bending is mostly attributed to uncertainty; this makes and causes people to feel out of control, they lose their sense of direction and or become anxious. Then they loose their color. They feel like a tree that has been uprooted by this strong wind of change, very helpless. If management fails to intervene, then it spirals out of control.
  • Imminent change of an uncertain nature falls outside the curvature of the norm and standard people were used to, things are now introduced that are no longer routine and known, we hear many managers say; “get them out of their comfort zones”, well here’s the truth. Studies have shown that comfort zones are the most productive sites and platforms for people to flourish in. If management and leaders are doing their intended jobs well, then this should not be a cause for concern, all this kind of talk just conjures up images of “Armageddon”. Beware of this aspect and keep people well informed, well supported and updated.
  • Threatening behaviour by management; where people are forced to go outside their own curvature of existence; by management imposing on family values and commitments; thus implying a possible lifestyle change, where they have to make the choice, between more time at work, and less time at home. Where a change in management style causes an actual change that affects their family life and or level of remuneration, all this pulls both at internal and external cohesion. Forcing more time at work and deductions, or scrapping of incentives this breaks morale, and team spirit.
  • Attacks on status and or prestige, will bend the persons character. Things that go outside the character curvature, so the person gets forced to go against his character, religious beliefs and or principles. Managers attacking peoples prestige and status, these are tags that people worked hard for and whereby other associate them with the organisation and its structures. Never degrade prestige, or prestigious titles, ranks, rewards and incentives ext.
  • A lack of motivation and interest is normally due to depression. Depression and stress are manifestations of disorder within the organisation and or private life, when combined, people feel squashed by their circumstances. A total move outside the reality curvature occurs, that sets in and causes disillusionment, which is passed on to fellow members in the team and family unit. It tends to spread like wildfire; don’t keep people in the dark. Don’t let them hang out in the wind either with empty promises. Never take all the work away from someone that was dedicated and hardworking and now ask him to do the training, or recruiting if it was not his passion. We kill work passion and ethic by splitting up work that belongs together, because it makes sense, but the cause and effect their off never gets focused on. Only the short term results that are obvious and cannot be argued stand as grounds for conformation of this “vindictive” move – defended as a “Strategic move by management” because we do things without consultation and mediation as management because we “can”, thus crushing the futures of people, they have set themselves up to get to their horizon, now it is no longer there. Be sensitive to old “covenants”, they have prevailed for years, and age differences, because of the way they function. People at grass roots, referring to middle management should be given the benefit of the doubt and only by proper orientation and consultation should their suggestions be swayed, in addition, other untested ideas implemented.
  • Where new systems, merge with new people, with new ideology, tempers and competition seem to be as fresh as well. Because the new clashing with the old and managers go outside the ambit of good norms and management values curvature. It all has to do with “newness”, where we size up the competition and seek out alliances. Some people value, values, so you need to bring in a value system that is accepted by all concerned. Others value prestige and will do whatever it takes to get it. New managers have the tendency to hide their inability by threatening and screaming and bullying. The fundamental principle of change mangers is mutual respect and empathy and a deep understanding of corporate culture. You attract more bees with honey, than with fire… What ultimately guides groups best is consistent, and good leadership, good command, and control. Someone willing to take critical and crucial decisions of his or her own accord – someone that can create momentum, without creating too much friction… This cannot be done by making stars rise and fall. The defining of true success resides in well-defined common goals that is challenging, if there is no challenge then the goals becomes obsolete. Challenges create excitement and in turn enthusiasm, success is not just measured in monetary terms, or by statistics, but in the ability to overcome as a unit. When creating this condition, there will only be a few that would still want to lead and lead well, call this the grinding process where we sift the weak from the strong, where only the strong of mind and the resilient of character will emerge as victors – and become leaders themselves, because they show resilience. Remember – people make people become stars, managers model them and not the other way around. Power depends on balance and support; so look at what is holding you up and remember that which holds you up, can also pull you down. Managers need to instil abundance, by advocating the rule; “You are only truly successful when you do what you do well consecutively, mainly because you are doing it by choice and through conviction, with the knowledge that what you do has meaning and importance to yourself and others and you can feel the significance and satisfaction by the amount of positive feedback you get and gratitude.” This covers section one on culture; we will still dig deeper into this aspect, however for now we need to understand that the way we design our frame of mind, will impact on the culture directly, which is the flipside to strategy. The point made here is that it is not just the function of strategy to plan but also to regulate corporate culture.

Empowerment of your strategic intent;

This is the first measure;

Finding people with true potential and then developing it along with culture; it is the pursuit of bringing out peoples true color. Some say, that, the greatest wealth of unused potential is to be found in a graveyard.

Well we have many corporations that are dead at the roots as well, resembling graveyards, lots of untapped potential, all color less. because they get overlooked, because of some bias in culture.  When formulating your strategy, make sure you always have a “strategic intent committee” of “Culture builders” that have been identified as future candidates, as future leaders within the company to come in at various stages in the development process. we develop culture by developing people alongside with it, as well as leaders. leaders don’t magically appear and become great. They need to be developed, by starting young, as Cadette executives maybe, to give inputs, critique, and perform realignment assignments. This builds the critical element of trust and performance culture, from grass roots up. As well as giving feedback to labour in general, about progress made –  perception management – is key to having a good healthy corporate culture, information is power, and kills off other trivial pursuits.

The second measure is to formulate the strategy in stages and at the end of each stage to have a presentation to level the strategic horizon again – so that everyone can see where we are going with this. The second measure or wave; Start up small process, get “people power” going, it is hard to get people into motion. However, if you have a “Need for Speed” then all you have to do is create the catalyst for speeding up processes; “NFS” – Norm, Form and brain Storm. To get that required speed going in the thought-processing department…in order to “Norm, Form and Storm”. One needs to actively invite participation at all levels right through. Nevertheless, you have to “Norm” first. Norming strikes at aligning peoples curvatures, getting people out of each other’s way, this normalises the situation towards open debate; by pushing people into a specific direction and this requires leadership skills.

Thirdly; Aligning curvature. As we discussed previously. Negative curvature creates connotations that stem participation. In addition, clearly explain the need for participation to formulate the scheme. By focusing the points/point for discussion and debate, by drawing up of action items. Keep things and communication structured. The forming of committees and groups may or may not be necessary to keep the continuity and harmony. Now we can start Storming, brain storming, not open debate that deducts from the effort, by interacting with one and other we break down barriers and form working relations. With continued interaction, we build relationships of respect and open judgment and participation. Storming helps eradicate unwanted perceptions by nipping it in the butt and getting it back in context. So if you have a lack of progress, you have to revisit your patterns that create success, the preludes to the big change. Now we need to look at patterns that create success.

More on patterns that create success in this book

Buy this book; https://bookstrategic.wordpress.com/2011/03/07/about-the-book/

get it here; https://bookstrategic.wordpress.com/category/about-the-book/

Read more on curvature here –

Design challenge to enable integrative comprehension of global dynamics

Draft http://www.laetusinpraesens.org/docs10s/thorns.php

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

Welcome to the Radical Revolutionary Strategic Management Matrix Blog

12 Apr

All information, views and ideas shared and or expressed here, are personal and private, and do not reflect on any institution that I may or may not be affiliated to.

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Buy This Book from TRAFFORD
Perfect Bound Softcover(B/W)

Price $25.00

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Price $3.99

Here is a free preview of this RADICAL REVOLUTIONARY BOOK Look inside: don’t miss this

8 Apr

here is the preview link; http://www.scribd.com/doc/52351132/Strategic-Management

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