Tag Archives: perspective

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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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

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

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