Tag Archives: planning process

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

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

They say seeing is Believing?

7 Apr

Strategy needs to make us see things so that we can start believing in them enough, and make them happen.


Strategic planning as a process is all about contemplating all the variables – variables are things that we are able or liable to change, and thereby change the outcome; or make sure it does not change – these are the true attributes of planning itself.

Situational awareness; is described as; mental vigilance; the seeing of all aspects and things – but only mentally. That will, could or may influences change.

This character trait is the product of experience and training mostly, a required process for managing progress and change. Amongst other things; experience has become indispensible when we need strategy formation. Strategy formation, deals mostly with the things that can, and or will most certainly be affected during any strategies life cycle. It is only when we use experienced strategist that they will be able to create for us a situation, where seeing becomes believing. It’s all about foresight and mitigation, as well as a holistic awareness, and insight on how we design and change the path to the final destination. Our insight serves as an ability to gauge and see what is transpiring, against the backdrop of what needs to transpire. When we reach this stage of strategic awareness, we are fine, and well on our way, and then we become “situationally” aware of influences and things impacting on our strategy, during our strategies life cycle, on the way towards reaching its final objective.

The more objectives we reach successfully in this fashion – during this life cycle, the more proficient and confident we become, both in ourselves and the groups proficiency and ability to deliver, and take responsibility.  Because of this aspect; when we see results, then we tend to start believing that there’s a power in us that has the ability to create and manifest for us, our vision, and objectives. If nothing great ever happens, will we still believe in our own ability to create something worthwhile, let alone in a higher self? We become more because of what we do daily and then experience because of it, and not the other way around.

Only the lessons we have learned and experienced during all the efforts we have made, will assist us to survive influences, and variables, then subjectively we have the added befit, we now know to react, and act accordingly. In plain English; if you have worthwhile goals, and everyone wants to attain them, then you will have no or the least amount of negativity sprouting, when everyone is part and parcel of the total progress.

We are our own worst enemy, we limit ourselves and others from climbing the social “fence”; it will electrocute you some say, its razor sharp other say, some believe it causes instant death when you touch it. The point is this; we all limit our own expectations, both intellectually and as individuals, even in groups. We do this only, with the power of words, and suggestions. Why? Mostly it is because we are afraid of failure. These influences will make you speed up or slow down, these are the things that will make you stop, or finish on time. We need to gauge and check them daily with great suspicion. These, Influences come in the form of individuals, with strong perceptions, points of view, and beliefs. That are blind to opportunity, and in the process they sell us what they see, only darkness.

Then we also have drivers; they are the things that keep the strategy alive, that gives it momentum and direction, and all the right seasons required to make it. Drivers are anything that gets, or gives you initiative, or strength to complete a task.

It is all to do, and about summoning strength, to become one strong collective power. Starting as individuals, it then translates into drivers, that propel, enforced by courage, where principles guiding our own behaviour. It then translates into passion and combined with knowledge becomes a unstoppable surge. A signature for success will emerge,  and both failure.

Most if not all of all our past choices and what they were based on to create a new future, were at some stage influenced by variables, influences, and drivers of strategy. Only when planning with all of this in mind, and with some amount of certainty and uncertainty, then do we also see the relevance of planning for the worst, and thinking beyond the initial limitations of our choosing?

Then – only by choosing right do we start forming a strategic habit, that when it delivers results, will translate into tactics, and eventually grand strategy and a strategic minded culture.

Hopefully one that will be giving rise to the changes we wish to see all over, only by being able to predict the next course of events, because we have steered this path before successfully. Will we know the actions required. We have to realise that all choices about change – alone is worthless – if we don’t have the experience it created in the first instance. Now we know; it is how we plan to realise mission critical and specific goals and the choices that go into informing the planning, that must create the focus we require.

All in order for us to be able to see the relationships forming – that makes strategy become visible and then become valuable, and believable to all. It may necessitate a continued metamorphosis of paradigms, by reaffirming certain beliefs and views, and disposing of others, as the plan starts transpiring, changing the way we plan by changing the way we thing is key.  The turnaround point is reached only by realising that we need to start – utilising our potential; our skills and knowledge as products of our own growth and potential -, before we arrive at the desired state – with our brilliant strategy. The point is strategy is not cast in stone; it has to be resilient and adaptable.

Moreover, we have to realise that we will have changed nothing; if we do not change anything significantly enough to effect radical changes. Planning is only one part, nothing significant will happen in our lives if not by choice and incident. Either way; the point to make here again is this, this sword cuts both ways; change comes about by choice or incident, and choice comes about by an incidents that forces us to change or review our beliefs and therefore our strategies.

Whichever way the coin drops, heads or tails; it will always have an emotionally inspiring energy that it brings with it, or cause a disrupting emotional effect on our inner balance when dealing with this aspect – everything we are affects everything we do daily. Seeing this is believing in strategy.

Get the book, its brilliant and learn more….


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