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 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.
- 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.
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