Tag Archives: principles.

Index of posts on this blog – Strategic Management

2 Jul

Looking at the nuts and bolts of a typical CONTINGENCY READYNESS SOP

29 Jun

I am going to keep this short, and to the point;

The steps are simple; however we first need to understand, why, how and when we need to do things.

Starting with step one, that needs little explanation;

Step one; Name your SOP

And then abbreviate it – Every SOP has a short name.

We will name this one “CR1” and just show how to go through the basics of drawing up an SOP – Standard Operating Procedure.

This one is referred to as CR1 – the  “CR” is the abbreviation for Contingency Readiness, and the 1 (one) refers to the first document ever (CR 1.1 for instance, then will be an amended one, Cr2 will be a revised one etc).

Sop’s need to be numbered, as changes are made, and revisions to protocol, it needs to stay alive and current. This is the best way to track them.Image

Continue reading

Standard Operating Procedure (SOP) for Access Control

12 Dec

A – Standard Operating Procedure – (SOP)  – for Access Control

PURPOSE and definition of any access control SOP:

  • Purpose; SOP’s were designed to create uniformity of effort, and cohesion, thus resulting in the continuity of standards. These standards would also refer to unit standards, TACTICS: best practices, immediate action drills, intelligence gathering, surveillance and counter surveillance, interrogation, authentication, and legislative compliance among other things.
  • Aim; to couple objectives with standards; It becomes a standard for “tactical” implementation. (Tactical – implying; the use of military/ Police science that deals with securing objectives set by strategy).  Especially the technique of deploying and directing “troops” – guards -, and the use of terrain, and communication, as well as technology to effectively counter any threat with.
  • Strategy implementation;  Thus we design a strategy first, and then we use techniques – tactics/ SOP’s – to deploy guards/ resources for the greatest impact and effect, in executing our access control strategy.
  • Definition; To establish an integrated standard criteria and control system for all functions/aspects of access and egress control within the scope of standards.
  • Standards in this context refers to; something considered by an authority or by general consent as a basis of comparison; or an approved model. Put at its simplest, a standard is an agreed, repeatable way of doing something.

  Continue reading

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

A Standard Operating Procedure for Strategic, Security, Emergency, Disaster & Event Management Planning.

22 Apr

STANDARD OPERATING PROCEDURE FOR STRATEGIC

Emergency & Disaster, Event Management Planning.

CONFIDENTIAL

No portion of this document may be used, sold or otherwise reproduced or disseminated for any other purpose as what it was initially intended for, no person has any rights to this document, and it is not considered a public document, no one else will be considered a rightful user. All rights to this document in terms of the Protection of Information Act, 1982 83

________________________________________________

 

This article is aimed at those who want to arrange a huge event, and need some more than just the basic info on how to and what to do… This article will serve as a practical guide, for those who will concern themselves more with the security, emergency and disaster management aspects of any event.

I have found that by only following a textbook formula one can’t ensure continued safety, and readiness, at any type of event and for a simple reason: in any dynamic situation, performance is fundamentally relative, and becomes absolute at the point where we have no competition. Then, we dance to our own tune, and at our own pace. What am I getting at? With events you have one of every discipline, and each stick to its own. No two entities compete directly, and therefore they don’t have to perform at their peak. In fact, lasting performance of exceptional quality is largely a mental picture, a perception; a statistical anomaly. The simple fact is that no formula can guarantee continued sustainable performance, at least not in a competitive business environment where everything has a life cycle.

So, when you hire a security company, by referral, and they come highly recommended, don’t rest on your laurels either, and just assume they will perform same or better that what was expected. Things change fast; key people resign, owners sell companies, or they just get cheaper labour, or less qualified, especially when their popularity grow, and they become over stretched by the demand. This applies to all your potential service providers, especially in the events industry, those that you will be dealing with during any event need some credit. Credentials are a must then, and referrals say something more, specifically the latest, they say in this industry you are only as good as your very last performance…and it stays true.

The belief that strategic choices only made in the boardroom will directly affect the quality of a business concept, especially at grassroots level, and then the world if it is properly implemented. Where its success equates directly to the results of great planning, especially project or either strategic, is totally flawed.  Any plan is only as good as the first few minutes it was written in, and then immediately implemented.

As more and more time lapse,  between the conception and implementation time frames, then naturally, the more time you put between planning and execution, the more the variables change, and keep changing. Thus, planning never the less remains an indispensible part of  any great endeavor, and an ongoing effort, either way it remains indispensable. The results of planning will only be reflecting the degree of precision and good decision making, and then only how effective it was executed under conditions of ambiguity that tends to change the shape of things in the heat of battle, at the instance where we go over to action, and execution, it is only then that we really see the true factors that impact on our plan, those things just outside our control, only when we hit the ground running, do we feel what we are running on, the grass, or stones for the first time. Change and influences ( both internal as well as external) will always, certainly, be the factors we cannot gauge with perfect certainty, if one thing changes, then everything normally follows on, and then it tends to change the overall plans perspective.

Strategic event management; is described as organised chaos in motion; choice is inevitably an exercise in decision making under conditions of uncertainty, of which the objective is not to find workable solutions only, and to guaranteed success, but rather to improve the odds of making it all the way without serious incidents, accidents, emergencies, and disasters,  through a thoughtful consideration of factors and influences that could mitigate them, or render then nun and void. Strategic event management and planning,  should never just be focused on gain, and rewards, the big compensation. Where event management companies focus only on reward, and rewarding executives for being lucky, and getting an event done, and pulling it off, without having had a fraction of what the law, requires, and otherwise stipulated, then as we all know somehow luck tends to run out at the most crucial point. The people die… Then only do we see the true value and necessity for security, emergency and disaster management and mitigation strategies.  We need something different added to our strategic focus, especially where people in large numbers are concerned.  Then we need a structure, some STANDARD OPPERATING PROCEDURES, for all to see, and follow during EVENTS.

Many countries have legislation in place, however more still doesn’t, that cover events from cradle to grave. Still, even with legislative compliance in place, you can never be sure that every event will comply 100%, and the first place they cut corners is on safety, security, and disaster mitigation. It is still just a bare minimum standard of security.  The very uniqueness and nature of events makes it very unpredictable, even at the best of times. The problem with this is, we deal with people, and aspects like liquor use, drugs, guns, crime, political issues, could be the catalyst for something better and bigger to follow. The other aspects are unseen; adverse weather, exposed electricity, structural failures, fire, arson, gas explosions, lightning, flood water, sinkholes, etc…

Therefore, we need to opt for self organisation and true professionalism…when planning and designing major events…

Firstly we need to familiarise ourselves with the industry and their acronyms. 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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Serving “Number One”

11 Apr

In the negative; Is no fun when he is in fact a Zero.

This is the thorn in most organisations side today. leadership flows from the top, mark my words, from the top. If there is a void, then it’s because there no real leader. It’s not the people, the strategy, the systems, or the resources, its just the absence of power. Then you get yet another reality, that of political appointments. Political appointments have the tendency to be just puppets, using their positions, the trend is that they only look out for themselves, their family and friends first, only in it for the money, and to further their own agendas, and political future, and then you have people getting appointed that have no business in these positions today as a matter of politics. Then the emphasis of what management implies and signifies shifts to a warped reality. It’s like having a red Mini with a Ferrari badge on, it’s just not the same thing. It’s all window dressing. They tend to use power to prove that they are right and able no matter what the results of their actions, at any cost. On being right at any cost… it is nothing less than self-preservation, and comes at a high cost, you pay for it in efficiency, effectiveness, and consistency – all-round. In an ethical organisation, they give emphasis to being content; over being right all the time, getting along, sorting out differences and moving on becomes the norm – a team effort.

Ethical and un-prejudiced conduct, is the suit to wear today and no longer just playing in favour of mainstream party politics. Leaders have to make trade-offs between these two extremes. In order to become good leaders, we have to be able to point fingers at one another and rub shoulders with staff – and differ – from time to time. We have to take a firm stance at some point as well, otherwise everything just becomes ordinary chit-chat, and you cannot just let everything slide into chaos. Order requires two elements; discipline and mutual respect. Self discipline and mutual respect needs to prevail before structure will emerge to hold things in place, such as leadership – a natural order of things as they exist.

Ethics should become the leadership’s edge – this won’t happen in an environment where talk is cheap, from “command and control” practitioners – in disguise. Codes of good conduct are necessary, however not to the extent where it becomes a 50 page document; that spells out every single aspect of conduct, it needs to be to some extent, almost standard rules. In most cases, the “lack of discipline” is actually a “lack of inspiration” and management skills. People who cannot manage, and lead, rely on rules, policy and procedures. Blind conformity to rules, codes of ethics, and so forth and so on, creates stagnation, everyone is just too afraid to act. Then rules seem to be applied differently, as we deem fit. “Ethical people” – shout foul, at every opportunity, as a means to wedge themselves into control and distract attention away from their own wrongdoing. Ethical behaviour is not behaviour guided by rules, but by principles. Behaviour that only satisfies self-interest is unethical.

By only serving “number one” and his interests, by dancing to his tune all day and night – you inevitable steer away from a human attribute – that favours fairness. It creates an atmosphere where everyone wants their worth to be noticed and realised – you just cannot move forward, or ever have closure in a self-consuming environment. Then the plot is lost, and you no longer serve a leader, you serve an ideology, an organisation, an objective. Where leaders think they are gods, it creates a culture where someone always has to win and someone has to lose, thus no one really gets close to the cheese they just get to smell, and even see it. But taste it, never…

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

The Fundamental Principles of Revolutionary Business Strategy

28 Mar

Predator Strategy; Part 1(revised)

It’s a MIND SET

It’s all about THINKING…

Firstly, Predators lead and direct people by evoking thinking. They are not mindless, they are critical and informed people, and it is this kind of thinking that is influenced, informed, and guided by Principles.

Principles are generally understood as being concepts that open themselves up to the interpreter’s attribution; in other words; whoever uses principles applies his mind as to what these attributes should be. Which attributes will inform the user’s perspective that will make up a desired concept that will realize these principles and give them their intended meaning.

Perception; is also a bias, something that counters the effect of thinking. We need to be guard against it. A perception requires four (4) attributes minimum before it gets meaning; the concept Wasp; for instance requires 4 attributes to make it a concept;

  1. Wings
  2. Black and yellow striped body
  3. Six legs
  4. Sting

However, this could very well also have been a description of a bee?

Strategic principles should not be designed or used where it could imply more than one thing, it needs to be spot on; however, when in doubt use acronyms like; QQQI = Question, Quantify, Qualify and then you will Identify also needs to be taught alongside of principles to enhance their usefulness and effect;

These mental actions we experience will then evoke as a result clarity, we seek clarity to get meaning, and understanding.  NLP  or – Nero linguistic programming could be used to teach people principles, or just by institutionalizing them, (getting them into circulation by using them) until they become a term generally used – I.E a principle called “quick wins” for instance. Implies that we need to win things and quickly.

Well at least that’s on the surface of it. The deeper meaning to those that use it implies that we should focus NARROW; remove all the distractions, unite all our effort and pool our resources jointly, to perform one specific task as a collective, and then we can get back to our own work and projects. This is how they then rally their people, during crisis. If someone shouts we need a “quick win” here! Then everyone drops what they are doing and focus on the crisis at hand. The GROUP understands that “quick wins” are mission critical to the overall process, vision, and mission, or essential towards having the streamlining of processes…They understand that one great effort could turn the tide in no time at all, where several smaller actions would have else wise failed a the same task. They realize THAT UNITY BUILDS STRENGTH.

When these principles start developing, then they get a character of their own as they get formed, duplicated, used, and institutionalized.  They become meaningful; they add value, and when generally used, with acronyms, they start implying the same thing to many – that will be generally understood by all in the group when used consistently.

The name of the game is Concept thinking; that should translates back into Critical thinking, which then becomes principle thinking, this is the predator thinking cycle;

Most People think with patterns; that rely on CONCEPTs to create and validate these patterns, in order to make sense of them; then they look deeper at ATTRIBUTES, to inform them of a detailed mental image of a perceived reality…

Concepts if validated, should question our own assumptions, so that we may align or distance our selves; they interrogate our prioritization, and judgment. They inform and form patters that others can follow, build on, and subtract from. To become predators in their own right.

Predators are:

Economic; they don’t waist anything; strive at all cost to eliminate waist.

Vigilant; totally aware of their surroundings

Communicative; they keep in contact, and communicate with battle language.

Cooperative; they work together as family units

Maneuverable and agile; They know the art of maneuverability

Faithfull; They understand the value, of values and discipline, and believe in security

Refined; they believe in simplifying skills through refinement.

Some strategists assert that adhering to these fundamental principles always guarantees victory, while others claim business is also War, just on another front, and therefore it is also just too unpredictable, to be prescribed to with a precise certainty.  Leaders must be flexible in formulating a strategy. Strategy today should be seen as layers of strategy and tactics, and not just one seamless plan from start to finish, rather a MATRIX of strategic relevance connecting.  Forming the strategic time spiral continuum requires principles. Those Principles deliver strategy; they assist us in joining yesterday wisdom with today’s knowledge. Strategy starts with that first step, today, and no longer just medium and long term, where we will only see the results five years from now. These are principles of planning. Time honored and tested, they too, need to change.

Only when we start narrowing our vision down to concepts, that relate back to principles, to become our “envision”. Only then we will see results in step, as it unfolds, daily, and realize that we need to keep focusing on our core business with strategy first, before will succeed medium and long term. For if our principles and concepts and acronyms; our constitution is strong; then the core is strong, then the “flesh and skin” will have a proper framework to function on. These principles we follow and develop today will determine if we will be here tomorrow to teach them…

The Fundamental Principles of Business Predator Strategy;

Part 2

It’s an Attitude

It’s a way of life…

Only once we realize that Strategy as a science does not function in a silo anymore, that it is connected to everything in business, life that has become an attitude, a way of life. That, it influences how we will be living, today, tomorrow, and even ten years from now…living with or without our principles. Then One aspect starts to surface that guides this notion, and connection; we call it living, thinking, and working with principles.

Principle guided people act in unity; like a swarm of angry wasps on the war path; these underlying principles of strategy unify effort, in simplistic terms, by just following a principle, it informs us, and guides our thoughts and actions, in a unified manner. As a result of following principles, we then see philosophies and doctrines emerge; because of following structured thought, we have survived relatively unscathed through the ages because of this aspect. Some attribute it to religions, some customs, so too the terminology; referring to these principles of following principles, have changed in interpretation, as they have become entrenched in societies fibers.

“Sound” Principles followed, creates a grater awareness of the importance of concepts that were created during actual War, that have become a method of warfare. Derived from studying predators in their natural environment, and then also applying some of these actions and laws of nature itself…and observing and studying how predators act and react, have greatly aided our own advances. From this we have been able to derive some strategic principles for ourselves like;

  1. Reaching the Objective; sometimes at all costs; even death for some was not unconceivable as a fait, yet they still went and died for the cause, if it is deemed important and worthwhile, if the clan stands to benefit greatly…, then people will even give up their lives for what they believe in, because of a belief in principles.
  2. Going on the Offense with all they have…one fist strikes a much harder blow, than what many fingers will.
  3. Cementing unity, and co-operation by following one doctrine; self sacrifice
  4. The biggest Concentration of power always overpowers, when (Central Mass) is directed at the main objective – when focused narrowly – we have better and faster results.
  5. Economy of force; when we only use as much as what is necessary,  and nothing more, we eliminate waste at all cost
  6. Maneuvering is a way of attacking; or escaping and evading the opponents; it serves multiple roles, but requires only one skill…
  7. Surprise is paramount to success; shock and awe; if you decide to act, act swiftly and decisively like thunder and lightning;
  8. Security; hide your strengths and weakness, so that others may show their hand first then plan and act…
  9. Strive for Simplicity in all things;

How do we even begin to translate all these aspects of following principles into our fast moving global technology driven and booming chaotic environment?

First we need to see where cause and effect starts playing a role, in relation to all we do and expect. We need to start seeing the bigger picture, even global, of how we impact, and leave footprints. For instance, when the larger amount of industries and business in most under developed and developing countries are still having out of date systems, technologies, and infrastructure. How will the technology gap ever be closed, ever, we will just become more and more segmented business societies, functioning along our own terms, and principles.

With effect immediately things are changing fast, you have been given notice.  We will have divergent markets emerging, and much more polarising because of this aspect; dissimilar strategies cause chaos; it’s a fact, no amount of green activists, policy and government intervention will close these gaps, through which all our problems are running, especially when they get mixed up in one habitat, and have to compete for survival, not even market share anymore. The rules and the face of the game are changing.  So too the principles of supply and demand, as well as cause and effect, just too much to pin down. With currencies fluctuating, countries struggling in their own overdrawn debt, some will perish some will grow. Producers will become buyers, and buyers will become producers. This world, with all its divergent economies, and technologies; will cause turmoil, and it has, but there is much more to come. Just judging by the global mood and weather lately we are in the run up to some major events in history.

The question is whose technology will survive, and which markets will become sustainable.

  • We need to empower, and recognized the increasing need to delegate control to subordinates and to issue directives rather than specific orders. As a strategist our principles and belief in the need for flexibility and constant renewal and change need to be developed, we need to realize that fluidity and control impact, the one on the other, too little control and the things runs away, too much and it freezes up. Balance is always required. It has become essential, and we have to realize that strategy and planning is never done, that no plan, no matter how comprehensive, or however well prepared, can be a sole guaranteed to success, way beyond the first year of its existence, it will become a “mindless: document.
  • Demonstrating the flaws of a mindless “strategy, where we set the plan and never alter or tune it as it progresses, it needs to stay current. Strategy is never done, until it’s done right, and completed. It becomes mindless, or useless beyond a certain point, if not tuned constantly. Quick changes need to be monitored, and anticipated; with Technological changes as one such aspect, that have had both an enormous effect on strategy, and still it has very little effect on leadership, a total contradictions in the logic of strategy – a conundrum. One would have hoped that technology would have bettered us as managers, well the truth is, very few have benefitted. In the whole it has not.
  • Energy is yet another aspect, it is fast becoming a global question mark, if all markets become only technology driven and operated, and requires advanced energy resources, and will we have enough? Only those with the right amount of technology and infrastructure will survive, the effects of technology itself, the rest will be at their mercy.

Strategic Predators know and understand these aspects mention above all too well, and furthermore that not even vigilance is a total failsafe for tragedy looming either. What they have learnt is this; that they need to stay on top of things daily; have a finger on the pulse, and feel the heart of the organisation beating. As well as keep track of external influence, and developments both locally and globally, they need to keep studying and observing this new “animal” in its natural environment, and start forming new principles that will inform and direct them, as to what the next best course of action will be to counter or advance.  We learned valuable lessons in the past in this fashion, we got to know our strengths and weaknesses well, and these lessons need to be learnt fast; and be taught even faster. Even after the global recession, we are still not mitigating enough should we have same situation reoccurring soon, in the next few years, what do we have in place, if anything? Again it’s all about changing paradigms, and principles that will influence concepts and attributes.  Until we start realising that all things are truly related, and changing, we will suffer.

You cannot hunt and kill all day – and just want to make money/ business and do nothing else. When in fact nature has a law against that;  it states that “you may only hunt what you can eat”. Then we are in contravention with Nature, and its laws; All aspects of life and living today gets impacted on globally, locally, naturally, spiritually, emotionally, in all our dimensions of existence, and the list goes on…do we have the right principles to cope with all these aspects? And most importantly, are we following them…?

Sound principles have always been referred to as the tried and tested variety, the here all and end all, is this still what we need? When what we see is less; everything seems to be disintegrating. That these principles of work hard work all day and be productive has only caused us stress, and international chaos. We seem to forget, that by nature man is in fact a predator; a lazy thing…we were designed to hunt, eat, sleep, and multiply. Now we only hunt, and eat…all the wrong diets, sleep very seldom and not nearly enough, and multiply our debt… so that we can have some more things to worry about.

Not to speak of society’s ills; we have more Wars now than ever before, more political unrest and social decay, as well as ethnic unrest, not to mention the very noticeable effects of global warming, and resulting nuclear threats. Acid rain, sulphuric mine ground water…polluting our drinking water, the world is changing so fast, that the speed of change has become blinding.

We have lost grip with the totality of our total reality – the reason for our existence is eluding us it seems. We are still focused broadly, only on things of material nature seem to matter now, and to us only, they too will become futile endeavours in just two, too five years from now. Neither have, or will we be vigilant as thinkers, politicians and strategist, not to mention leaders, if we don’t audit our principles for business, health, life, living…in general a total audit is required.

Are we soon to become extinct due to our overzealous expansive strategic predator behaviour, and ideologies?

Nothing is sacred anymore, just the pursuit of wealth creation…and war and ill discipline have become a norm.

What good will it do when we cannot follow natural laws any more, as nothing natural will exist if we carry on like predators, gone all out of control ?

We have to act accountable with our strategies, so too all business people today, or we won’t need to plan much for any tomorrows anymore, because soon there will be none. We need “quick wins” in each strategy, built in to restore the balance we have disturbed; and will be disrupting; we need to take ownership and stop looking at governments to turn the tide…

We need more people driving counter acting strategies; acting like counter weights, for what we break, and take, as a race, we must repair and replace.

We need to follow this principle to give us a sense of security in our future, we need to get back to basics, simplify, we need help, a natural order and balance restored, lots of foresight and guidance and most importantly sober international leadership… Because, all predators know how to do well is KILL. We need to teach the old dog some new tricks…

It’s acting true to its nature! Therefore so to man; we need some quick wins for our planet!!! Be a winner and start some “quick wins” not just for the business strategy but for the planet.

The new age of strategic revolution requires vigilant, radical and revolutionary predators, to emerge and stop the out of control ones from destroying our lively hood, for only predators can and have the ability to hunt and stop other predators from hunting excessively. The balance between supply and demand in the natural sense needs to be repaired.

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

Critical Thinking and the Strategic Mind

4 Mar

This page is for new views, ideas, and principles you would like to post, for discussion and input. On the aspect of Critical Thinking. How to get people to think Strategic.

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