strategic thinking case study

Ideas and insights from Harvard Business Publishing Corporate Learning

Strategic Thinking: Because Good Ideas Can Come From Anywhere

As part of our update to the Harvard ManageMentor Strategic Thinking topic, we asked Mason Weintraub, Director of Digital Engagement at Oxfam America, about the importance of strategic thinking. Here’s what Mason had to say:

I often think I’m expected to have all the answers about what to do with digital strategy. But the reality is that I lead a very talented team, and one of the ideas that we have tried to engender on the team is that good ideas can come from anywhere.

“Good ideas can come from anywhere.” Most of us recognize the wisdom embedded in that statement, yet we still see strategy as the realm of our organization’s senior leaders. That may be because of our tendency to equate strategic thinking with strategic planning. Although these practices are related and equally necessary for organizational success, they are actually quite distinct.

Strategic planning vs. strategic thinking

In strategic planning, leaders gather data and decide on the path the organization will take to achieve its goals. With strategic thinking, employees at all levels and in all functions continually scan for new ways to contribute to the organization’s success. They apply those insights as they carry out organizational priorities and provide input to the overall strategy. In this way, strategic thinking is part of everyone’s job – whatever their role or level of responsibility.

Why is this ability to think strategically especially important now? Today’s organizations are more dispersed and less hierarchical than ever before. With the pace of change continuing to rise, it’s no longer feasible for people to wait for “orders from above.” All employees must keep an eye on the future, not just react to what’s happening in the present. They need to look beyond their functional areas to become aware of the bigger context in which they operate. And they have to be agile learners who identify opportunities by challenging their own and their team’s assumptions about how things work in their organization and industry.

Becoming a strategic thinker

With strategic thinking taking on even greater importance in organizations, we’ve made key updates to the Harvard ManageMentor Strategic Thinking topic. The content we’ve added is geared to helping people boost their productivity and effectiveness by making strategic thinking a habit, and includes practical ways that enable them to do so.

One practice is simply making the time to think strategically – something that’s not always easy in today’s fast-paced business settings. Another involves inviting dissent on your team. To make strategic decisions, you need people on all sides of an issue to speak their minds. By letting team members know that speaking up is an important part of their jobs, you free them to provide important input.

Other strategic thinking practices are useful for training yourself to see opportunities and threats well before they happen. For example, most of us are comfortable using convergent thinking – analysis, logic, and reasoning – to come up with the “best” option from a set of choices. We tend to be less adept at divergent thinking, which involves generating lots of ideas with the goal of finding innovative solutions. This isn’t an either-or process: When you first diverge as a team to generate ideas and then converge on a path forward, you improve your ability to design and implement strategic actions.

Don’t let the future surprise you

The future will undoubtedly look a lot different from today. No one can predict tomorrow, but by identifying different scenarios, you and members of your team stretch your thinking about what opportunities and threats might emerge, how they might impact your organization, and what you can do about them. You learn to enact truly meaningful change rather than make incremental improvements. And it all begins with strategic thinking.

How do you foster strategic thinking throughout your organization?

Janice Molloy is a content researcher with Harvard Business Publishing Corporate Learning. Email her at  [email protected] . 

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How to Demonstrate Your Strategic Thinking Skills

• Nina A. Bowman

Don’t be shy about bringing your ideas to the table.

Developing your strategic thinking skills isn’t enough to get you promoted. In order to advance in your career, you need to demonstrate them. Leaders want to know what you think, and they view your worthiness for promotion through the lens of how ready you are to make bigger decisions. Ask yourself: “Do people know where I stand?” If not, what do you need to do to bring your perspective to the table? It’s also important to demonstrate that you can put new ideas into action. Take the initiative on new projects that show how your understanding extends beyond your current function.

We all know that developing strategic thinking skills is important , but many don’t realize how critical it is to your career advancement to show these skills to your boss and other senior leaders. Showing strategic thinking skills tells your bosses that you’re able to think for yourself and make decisions that position the organization for the future. It assures them that you aren’t making decisions in a vacuum but are considering how other departments might be affected or how the outside world will respond.

• NB Nina A. Bowman is a Managing Partner at Paravis Partners, an executive coaching and leadership development firm. Previously, she held various advisory and leadership roles in strategy. She is an executive coach and speaker on issues of strategic leadership, leadership presence, and interpersonal effectiveness. She is also a contributing author to the HBR Guide to Coaching Employees and HBR Guide to Thinking Strategically .

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What Do the Best Strategic Thinkers Do? A Case Study of Cognitive Elements in Strategic Thinking

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Strategic Thinking in Complex Problem Solving

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Strategic Thinking in Complex Problem Solving provides a framework and practical tools to help the reader solve problems. In our personal and professional lives, we are required to solve problems that are not clearly defined and have moving and interdependent parts. Successful resolution requires us to be T-shaped, having both depth and breadth of knowledge and skills. This book focuses on the latter part, the knowledge and skills that can be beneficial in solving any complex problem. Integrating findings from many disciplines as well as conclusions from practitioners, this book provides concrete guidelines. It breaks the resolution process down into four steps—framing the problem (identifying what needs to be done), diagnosing it (identifying why there is a problem or why it has not been solved yet), identifying and selecting potential solutions (identifying how to solve the problem), and implementing and monitoring the solution (resolving the problem, the do ). For each of these four steps—what, why, how, do—the book explains techniques that can promote success and demonstrates how to apply them on a case study and in additional examples. The case study—that of a lost dog that may have been kidnapped—guides the reader through the resolution process, illustrates how the concepts apply, and creates a concrete image to facilitate the recollection. Relying on theoretical and empirical evidence but using simple, accessible language, it enables the reader to learn not just about problem solving but how to actually solve complex problems.

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4 Ways to Develop Your Strategic Thinking Skills

• 10 Sep 2020

Think back to the last time you participated in a strategic planning meeting for your organization. You were likely presented with a challenge to solve or goal to achieve.

Do you remember your contributions during that meeting? Did you offer compelling ideas and plot a course of action, or find it difficult to think strategically and develop a solution? Did you have a good idea, but struggle to communicate it in a logical way? Were you an active participant in the conversation, or did others helm it?

Strategic thinking skills are among the most highly sought-after management competencies. Why? Because employees capable of thinking critically, logically, and strategically can have a tremendous impact on a business’s trajectory.

If you want to improve your strategic thinking skills, the good news is that, with the right mindset and practice, you can.

Here are four ways to improve your strategy skills , so the next time you’re involved in a strategic planning meeting, you can ensure your contributions are noticed.

Access your free e-book today.

What Are Strategic Thinking Skills?

Strategic thinking skills are any skills that enable you to use critical thinking to solve complex problems and plan for the future. These skills are essential to accomplish business objectives, overcome obstacles, and address challenges—particularly if they’re projected to take weeks, months, or even years to achieve.

Strategic thinking skills include:

• Analytical skills: To ideate a strategy that helps your organization reach its objectives, you must be capable of analyzing a variety of inputs—from financial statements and KPIs , to market conditions, emerging business trends, and internal resource allocation. This initial analysis is crucial to creating a strategy that aligns with the current reality facing your organization.
• Communication skills: Putting a strategy into place for your company, regardless of its size, requires solid communication skills . The ability to communicate complex ideas, collaborate with internal and external stakeholders, build consensus, and ensure everyone is aligned and working toward shared goals are all central to strategic thinking.
• Problem-solving skills: Strategic planning is often used to solve problems or address challenges, such as missed financial targets, inefficient workflows, or an emerging competitor. Implementing a strategy that addresses the central challenge you face requires you to first understand the problem and its potential solutions. From there, you can craft a strategy that solves it.
• Planning and management skills: Strategy isn’t just about thinking of a solution—it involves implementation, too. Once data has been analyzed, the problem is understood, and a solution has been identified, you need strong planning and management skills to bring everything together.

How to Improve Your Strategic Thinking Skills

1. ask strategic questions.

If you want to improve your strategic thinking skills, one of the simplest things you can do is ask more strategic questions. Doing so allows you to exercise your planning skills, become adept at spotting opportunities, and develop a more strategic mindset you can leverage throughout your career.

According to the Harvard Business School Online course Disruptive Strategy , strategic questions can relate to a challenge, opportunity, or ambiguity you face in your current situation, whether personal or professional. They might, for instance, relate to launching a new business or product, beating a competitor, or structuring your organization for innovation.

It’s also important that your questions apply to your role and responsibilities so you can act on them.

Some examples of strategic questions you might ask include:

• How can we strategically position ourselves to enter a new market?
• What’s the direction for growth for each of our products or services?
• Where will the organization's growth come from in the next five years, and how does it compare with where growth has historically come from?
• How should the organization respond to the threat presented by potentially disruptive competitors ?

2. Observe and Reflect

In addition to asking strategic questions, you need to answer and address them skillfully. One of the most effective ways of accomplishing this is to observe and reflect on your current situation, ensuring any strategy you conceive is grounded in facts.

For example, imagine that the business you work for has begun losing market share for one of its products among its traditional customers. At the same time, it’s gained market share from an entirely new customer base. It’s easy to assume why this might be happening, but doing so can lead you down the wrong path at a critical moment in your organization’s existence.

Instead of blindly following an assumption, gather as much information as possible to use when crafting your strategy. For example, this might include conducting user interviews with new customers to identify the different jobs they hire your product to perform.

Understanding why new customers are attracted to your product can enable you to tailor your marketing strategy and product development to better embrace their needs .

3. Consider Opposing Ideas

Once you’ve landed on a strategy that can help your organization reach its goals, question your assumptions, and put your hypothesis through rigorous testing. By doing so, you can ensure you’re not overlooking another possibility.

Playing devil’s advocate with your ideas can allow you to preemptively identify weaknesses in your argument, and equip you to defend your strategy when others ask questions. It can also help you sharpen the logic skills you need to communicate and execute your strategy.

To develop this skill, get in the habit of questioning yourself any time you’re about to make an assertion. Should you consider a different perspective? Is there another possibility you may have overlooked?

4. Embrace Formal Training

By practicing the methods described above, you can improve your strategic thinking skills at your own pace. However, there are other learning options you can pursue.

If you need to quickly ramp up your strategy skills—to address a pressing need your organization is facing, position yourself for a new role, or finally launch your own business—formal training might be your best option.

For example, by enrolling in the online course Disruptive Strategy , you can discover how to make innovation a reality for your organization. Over six weeks, you’ll learn about the jobs to be done framework and disruptive innovation theory, and build skills to identify and execute high-level strategy.

Cultivating a Strategic Mindset

Whether in the long- or short-term, a strategic mindset can be developed through self-exploration, critical questioning, and formal training.

The advantage of having a strategic mindset is learning how to think rather than what to think. Although you might not always have the right answers, strategic thinking skills can empower you to spot new opportunities, address emerging challenges, and plan for future success.

Are you looking to develop a strategic mindset? Explore our portfolio of online strategy courses and download the free flowchart to determine which is the best fit for you and your goals.

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Strategic Thinking and Planning Perspectives: The Case of Three Leaders from Different Industries

Peter Carlos Okantey

Strategic thinking is a knowledge acquisition process that connects and involves every component and department of an organization by defining the direction of the organization, how it construes its strategy into execution, how it reassesses the organization’s direction, and then fine tuning its path. [i]   Organizational leaders who seek to develop successful organizations and ultimately work towards long-term success and sustainability would benefit from adopting strategic thinking and planning skills.

Traditionally, strategic thinking and planning is allied with high level and top leadership teams with an organization. [ii]   When a leader applies new thoughts, procedures, and processes to guide the persuasion of organizational members and its components towards the advancement of the organization, the leader is said to be practicing strategic thinking. [iii] Strategic thinking therefore considers the ‘now’ to be able to obtain imminent insight into the future. [iv] When a leader(s) employs activities that direct the organization towards an innovative and competitive arena in today’s internationally aggressive marketplace this includes strategic thinking. Thus, leaders who work towards finding unconventional ways to compete and provide client value are said to be practicing strategic thinking. Such leaders are able to identify exceptional approaches to provide value to their clients. Strategic thinking is more of an indefinable, methodical, and future oriented activity for leaders. [v] Leaders who are looking for ways to formulate winning strategies for their organizations must consider using strategic thinking as a vehicle. [vi]

Traditional strategic planning relies on systematic processes to ascertain who the organization is in terms of its mission, what the organization does in terms of its believes, where the organization is headed in terms of its vision, and how the organization intends to get there in terms of planning [vii] while strategic thinking centers on mental processes essential for use of information and ideas which form an organization’s prospective direction. [viii]    Strategic thinking makes available input for the strategic planning process through ground-breaking opportunities [ix] to enhance the organization’s performance and accomplishments. Strategic planning searches for means to create a new outline of the organization’s direction by adopting a novel and enhanced prospect. [x]

Questions Arose From the Strategic Thinking and Planning Literature

The following questions arose from the literature review based on strategic thinking and planning:

*What do you consider to be your strongest leadership qualities?

*Would you say you possess strategic leadership qualities? If so, mention a few?

*What is the vision of your organization?

*Are your staff/followers familiar with this vision?

*In what ways would you say your staff/followers are supportive of the vision?

*Have you taken part in a strategic planning process as a leader?

*If so, what time frame is adopted for the strategic planning and implementation process of your organization (monthly, quarterly, annually)?

*In your opinion, what is strategic thinking?

*Which strategic thinking and planning skills are necessary for a successful process?

*Which strategic thinking and planning tools do you use for your planning and implementation process?

*What obstacles do you consider as a hindrance to the practice and implementation of strategic thinking and planning within your organization?

*What systems do you have in place to assist you as a leader in identifying strategic thinkers within your organization?

*As a leader, do you use a strategic team? If so, how do you choose your team members?

*What would you consider as your organization’s strengths, weaknesses, opportunities and threats?

*What strategies do you rely on to combat perceived weaknesses and threats to/within your organization?

*What specific tools do you rely on to determine the progress and growth of your organization?

*Please mention and explain 5 trends you perceive as having the potential to impact the long-term performance and success of your organization?

The first leader I chose to meet with was Matthew S. Essieh. Matthew is the president and chief executive officer of an information technology firm called EAI Information Systems located in Beaverton, Oregon.  As a visionary leader, [xi] Matthew began his company from scratch 20 years ago. The company develops and modifies software solutions to assist financial service firms in controlling their retail investment programs for superior effectiveness and productivity.

Karen Howells was the second leader I chose to interview. Karen is the president and founder of the Howell’s Group, Inc.; a consulting firm in Portland, Oregon. Karen and her business focus on bringing ‘business to life’ through an exclusive and extremely tailored approach.  Karen is a great communicator, a coach and a visionary. [xii]

The third leader interviewed was John T. Goldrick, Vice President for Enrollment Management and Student Life at the University of Portland.  John oversees all student services including admissions, financial aid, student activities, judicial affairs, international student issues, career services, the Moreau Center for Service and Leadership, residential life, campus, ministry, health services, and public safety. John is a great strategist, a visionary and a great communicator. [xiii]

Responses from Leaders

What do you consider to be your strongest leadership qualities.

According to Matthew Essieh, his strongest leadership qualities include initiative and drive.  Matthew reported he is driven internally; action oriented, allows other to follow, develops creative solutions to solve problems, and does not allow perceived problems to stand in his way. Karen Howells mentioned she connects quickly and authentically with clients, has the ability to motivate and influence others to get things done, is able to articulate a vision and inspires others to perform. John Goldrick loves to lead change, manages his employees well, has good intuition when hiring, has experience, works to keep his followers in the spotlight, and considers himself to be allocentric; more follower-centered than leader-centered.  John stated he does not look for conflict, but at the same time, does not shy away from it.

Would you say you possess strategic leadership qualities? If so, mention a few?

Each leader I interviewed believes they possess strategic leadership qualities. According to Matthew Essieh, the fact that he founded his company 20 years ago is a sign of possessing strategic leadership qualities. He stated he focuses on broader decision-making without being ‘bogged’ down by details or initiatives. Therefore, he focuses on the broader positive implications of what has to be done. According Matthew, he has always had the vision to own businesses in the United States and he has achieved that vision. Karen Howells’ feels she is able to scan the social and economic environment in order to be in touch with her clients, is pragmatic in her operations, intentionally keeps her business small, and has the ability to listen to client’s and team members’ needs and concerns. John approached the issue of possessing strategic leadership qualities quite differently.  According to John, he considers the ‘what, why and when’ with regards to a planning point of view. John also mentioned he relies on assessment tools prior to the implementation of any plan. Therefore, the assessment process assists him in determining whether the move is strategic or not.

What is the vision of your organization?

Regarding the vision of the organization, Matthew Essieh stated his vision is, “To be the leader in providing financial services technology and responsive services to clients.” Karen Howells envisions her organization to be one of the strongest regional players.  She also believes it takes leaders and organizations to the next level of success, does not work with failing organizations, and remains a ‘boutique firm’ that customizes its services to meet the needs of clients. According to John Goldrick, University of Portland’s vision is to be the best Catholic teaching university in the western United States focusing on faculty who are abreast in research and publication.

Are your staff/followers familiar with this vision?

Each of the leaders I interviewed stated their followers were familiar with the vision of the organization. According to Matthew, his staff believes in the vision because they live by it every day.  “My followers understand that everything is client centered and has to be approached as a strategic partnership with clients,” said Karen Howells. Karen stated she knows her followers have bought into the vision because they often refer her to other clients.  John Goldrick strongly believes his followers are familiar with the vision because he seldom discusses issues without relating it to the vision of the university. He also added it is an expectation he has of his followers and is incorporated into how they execute their work on a daily basis.

In what ways would you say your staff/followers are supportive of the vision?

According to Matthew, he reported his follower’s exhibit support for the vision of the organization through the work they do each day by providing innovative technology and responsive services to their customers. He mentioned the vision drives his employees to develop quality products for their clients. Karen Howells stated an emphatic “yes” as evidence of the fact her staff are supportive of the vision of the organization. John Goldrick stated his follower’s support of the vision of the organization and this is reinforced through annual retreats and full day discussions. According to him, his followers also provide regular feedback on the administration by highlighting the positives and negatives.

Have you taken part in a strategic planning process as a leader?

Matthew stated he and the organization has taken part in a strategic planning process and will participate in the process again this year. “Absolutely”, Karen Howells stated when asked whether she has ever taken part in a strategic planning process. According to Karen, she leads a lot of strategic planning session with her clients, as well as, with the staff in her business.  John Goldrick stated he has taken part of numerous strategic planning sessions for the university during of fourteen years that he has been there. However, John stated the university does not typically put it into practice and this often results in frustration on the part of the followers. He mentioned the university put together a strategic plan, but it was not used because the goals and objectives were too many. John feels there are many problems associated with strategic plans.  First, he thinks strategic plans are not fluent with the total needs of an existing organization. Second, strategic plans are usually not structured to operate as a living document and third, he believes the tasks provided in the strategic plan are usually in conflict with strategic thinking.  Thus, he recommends fewer goals, objectives, and tasks should be incorporated into a strategic plan in order to make it more applicable to the specific departments at the university.

If so, what time frame is adopted for the strategic planning and implementation process of your organization (monthly, quarterly, annually)?

According to Matthew, his organization adopts the annual approach to the strategic planning process. He stated his organization revisits the plan annually. Karen Howells reported her firm adopts the semi-annual approach for the strategic planning process. According to Karen, she holds annual meetings with her followers to review the past year as part of their strategic planning process. According to John Goldrick, the University of Portland used to develop a strategic plan every 10 years, but now the school utilizes a five-year approach. He stated this is driven by the academic accreditation board regulations.

In your opinion, what is strategic thinking?

When asked to give his opinion on what he considered as strategic thinking, Matthew stated that he considers “strategic thinking to be the day-to-day operational type of thinking.” He also mentioned it is the process of stepping back and looking at the broader purpose and direction of the organization. Furthermore, he stated strategic thinking includes deliverables and the implementation of a strategic plan to achieve goals, objectives and the purpose of the organization. Matthew gave an example of opening up a new office in Accra, Ghana with a vision to reach out to the West African Sub-region as a form of strategic thinking. According to Karen Howells, a leader’s ability to walk onto a balcony to gain a better view of things in terms of social, economic and political issues determines whether he or she is a strategic thinker. Karen gave an example of a client who is using the current health bill to his advantage, and at the same time, helping others. Karen stated a strategic thinker considers how things fit both inside and outside of the organization to determine what actions need to be taken. “Such leaders strive to be ahead of the game,” Karen remarked. For John Goldrick strategic thinking comes into perspective when a leader considers the ‘why’ and not the ‘what’. Thus, the leader considers why the organization is doing what it has set out to do and asks if it is taking the appropriate path.

Which strategic thinking and planning skills are necessary for a successful process?

With regards to strategic thinking and planning skills necessary for a successful process, Matthew stated as the CEO of the organization, he considers the direction of a proposed product, what competitors are offering and whether the product will be successful within the next three years. He also mentioned he works in collaboration with his project manager who skills assist in product development. The project manager assists in determining the sustainability and success of the product and the costs involved. Karen Howells mentioned the following skills as necessary for a successful strategic thinking and planning process. For strategic thinking, the leader must be able to look ahead and envision the organization by utilizing different approaches. She also mentioned a strategic leader must know the market in which he or she operates in.  For strategic planning to take place, Karen mentioned the leaders must seek to engage the entire organization in the process. According to Karen, she believes funneling, environmental scan, and annual planning sessions can facilitate a successful process. John Goldrick stated no planning process works if it originates from the top. Therefore, he listens to his followers and adopts an all inclusive process of planning. Trust, honesty, and openness are key to a strategic thinking and planning process. He stated leaders who are not open and do not listen develop ineffective plans.

Which strategic thinking and planning tools do you use for your planning and implementation process?

Matthew stated he uses individual people as tools for the planning and implementation process.  He reported he relies on key players and stakeholders within his organization such as board members, staff members, and clients. He also reported he creates a culture of strategic thinking and planning to be used as a tool for the implementation process.  According to Karen, she uses the ‘sticky wall’ idea as a tool during the strategic thinking and planning process. During this process, participants are encouraged to write their personal vision, mission, goals, objectives, and ideas, as well as, that of the organization.  Karen then uses the data collected for the planning and implementation process. Karen also mentioned brainstorming and funneling as effective tools for the strategic thinking and planning process.  John Goldrick stressed the use of communication as a dynamic tool for the strategic thinking and planning process. He suggested leaders adopt a discussion and explanation strategy when thinking and planning with their followers. Promulgation of information is key for a successful planning and thinking process, John Goldrick said.

What obstacles do you consider as a hindrance to the practice and implementation of strategic thinking and planning within your organization?

When the organizational culture is not open and receptive to strategic thinking and planning processes, its practice and implementation becomes an issue for leadership and followers, Matthew remarked. According to him, when followers are not invested in the overall success of the organization it becomes difficult for leadership to implement strategic thinking within the organization. Followers not just interest in their paycheck can be a huge success for this process.  Karen stated the size of her organization is often a hindrance to strategic thinking and planning. She also mentioned a lack of energy because of other life circumstances have been a barrier to strategically thinking and planning for the organization’s progress and growth. John Goldrick mentioned a lack of creativity, a fear of change, apprehension towards taking risks, a fear of making mistakes, the inability to lack failure and a refusal to undertake true assessment of the situation can be huge hindrances to the strategic thinking and planning process.

What systems do you have in place to assist you as a leader in identifying strategic thinkers within your organization?

According to Matthew, he identifies strategic thinkers by providing followers with the opportunity to lead a software development project. He also creates small and ad hoc teams for individual followers to be given the opportunity to solve problems and develop new ideas. Karen relies on team members to assist in the strategic thinking process and therefore identifies who excels in such an area. She also works towards identifying potential employees and places them on short-term projects to allow her to observe and confirm they possess strategic thinking skills. John Goldrick, on the other hand, does not consider this process as a system.  According to him, it is more of an appraisal process which he undertakes once a year with his followers to identify strengths and weaknesses. After this process, “I am able to identify strategic thinkers,” John said. However, he stated it is a difficult process to undertake with university administrators.

As a leader, do you use a strategic team? If so, how do you choose your team members?

Matthew reported he uses strategic leadership teams within specific departments. Karen Howells uses a team of consultants as her strategic leadership team. According to Karen, when the need arises she utilizes other individuals from other organizations who possess the skills needed. According to John Goldrick, his strategic leadership team comprises of his staff which is made up of fourteen departmental heads. He reported the team meets for two hours every two weeks to deliberate on issues concerning the university. He stated, “I could not function without the team,” John said. He reported such collaboration allows us to work towards a common goal he concluded.

What would you consider as your organization’s strengths, weaknesses, opportunities and threats?

Matthew mentioned his organization possesses the following strengths.  It is responsive to clients’ needs, flexible to solve client needs, relies on client needs to define its problems and adapts to client needs. He felt the organization had the following weaknesses: unrealistic client expectations and the lack of stability of a product.   Matthew stated his organization is flexible and responsive and therefore this can be seen as an opportunity.  The inability to meet customer expectations, a threat to credibility and the potential to lose customers are seen as threats, according the Matthew.

According to Karen, the individual clients the organization works with and the reputation of her team members are seen as strengths. As a leader, Karen stated her inability to clearly see the future is a weakness. Karen reported she has not been in good health over the past year and therefore does not have a committed direction for the organization and as a result has not marketed her services as readily as in recent years.

John Goldrick stated the strengths of the University of Portland is that it is a Catholic University and University of Portland is aware of what it wants.   The University of Portland lacks self-confidence and therefore this is seen as a weakness. However, he sees opportunities in the horizon as individuals are beginning to recognize the identity of the institution. He foresees secularization and narcissism of the American society, the growing need for instant gratification, and the delayed enjoyment in higher education as threats to the welfare of the institution.

What strategies do you rely on to combat perceived weaknesses and threats to/within your organization?

Clear communication of customers’ expectations; internally enforcing flexibility, responsiveness to customer needs, and communication among leaders and followers; and ongoing training and accountability are strategies that Matthew utilizes to combat perceived weaknesses and threats to his organization. Karen uses change initiatives and time-lines to combat weaknesses and threats within her organization. John employs open communication; a collective approach to leadership; and endless conversation around the vision, mission, goals and objectives of the institution to combat weaknesses and threats.

What specific tools do you rely on to determine the progress and growth of your organization?

In determining the progress and growth of the his organization, Matthew keeps close accounts of sales figures, the measurement of profitability, client retention, cost management and  the measurement of growth and retention of staff. According to Karen, she considers ‘how full the pipeline is,’ how may referrals the firm receives, and the level revenue for the firm.  John presented a different approach to determining the progress and growth of his organization.  According to John, he uses assessment tools and performance appraisals and reviews on a regular basis.

Please mention and explain 5 trends you perceive as having the potential to impact the long-term performance and success of your organization?

According to Matthew, the contraction and expansion of the financial services industry, mergers and acquisitions within the industry and the changing pace of technology and staying abreast of such changes are potential trends that may affect his organization. He also mentioned the workforce in the United States over the most recent years has not seen enough individuals being trained within the information technology industry. Therefore there is a limited workforce to tap into. He also stated the cost of labor and current privacy laws and regulations regarding sensitive data may also have an adverse affect on his organization in the near future. Karen believes the following trends will impact her organization’s performance and success over the course of time: clients’ desire for instant gratification, organizational fatigue and overload, and competition from competitors.  Karen also mentioned the emergence and growth of small businesses can have a huge impact on her organization. Karen believes the current generation of young people, will have a significant impact on her company.  John had similar views with Karen. John perceives secularization, narcissism, instant gratification and federal government regulations will impact the performance and success of the University of Portland.

The leaders in this interview were carefully selected as a result of my interests and practice in consulting and higher education. The questions were carefully crafted to elicit the needed information from the selected leaders regarding what they considered as their strengths as leaders and in the area of strategic thinking and planning. Interestingly the three leaders had similar views though operate in different industries. Their views regarding trends that will impact the future of their organization are proof of their ability to think and plan strategically in order to run successful organizations. All three leaders provided great examples of visionary leadership and they brought strategic thinking and planning to life. It is therefore in the good interest of organizational leaders to research and practice strategic thinking and planning principles. Leaders who lack the ability to think and plan strategically must rely on internal and external consultants [xiv] who will facilitate the process of imparting the needed knowledge, skills and expertise for a successful operation.  Such leaders can take steps to build a resource base of materials centered on strategic thinking and planning for their organizations for the use of their followers in order to develop a culture of strategic thinking and planning in their organizations.

References:

[i] Hughes, R. & Beatty, K.C (2005). Becoming a Strategic Leader: Your Role in Your Organization’s Enduring Success . Jossey- Boss, San- Francisco, CA.

[ii] Fairholm, M. & Card, M. (2009). Perspectives of Strategic Thinking: From Controlling Chaos to Embracing it. Journal of Management . 15(1), 17-30.

[iii]   Hughes, R. & Beatty,K.C (2005). Becoming a Strategic Leader: Your Role in Your Organization’s Enduring Success . Jossey- Boss, San- Francisco, CA.

[iv] Sanders, I. (1998).  Strategic Thinking. Strategy & Leadership . 33(5), 5-12

[v] Goldman, E.F. (2007).  Strategic Thinking at the Top. MITSloan Management Review . 48 (4). 75-80

[vi] Abraham, S. (2005).  Stretching Strategic Thinking. Strategy & Leadership . 33(5) 5-12.

[vii] Strong, B. (2005) Strategic Planning: What’s So Strategic About It? Educase Quarterly .

[viii] Sanders. (1998).

[ix] Briefing Notes: What is Strategic Thinking? (Philadelphia, PA: Center for Applied Research, 200), 1.

[x] Fairholm & Card. (2009).

[xi] Jones, T. (2010). What is Your Vision? Leadership Excellence . 27(3), 6.

[xii] Robert  N. Lussier, R.N. & Achua, C.F. (2007).  Leadership: Theory, Application, & Skill Development : Thompson Higher Education. Mason, Ohio.

[xiii] Richardson, D. (2009). The Urgency Factor…Leadership Communication In Chaotic Times. Of Counsel. 28(8), 10-13.

[xiv] Block, P. (2000), Flawless Consulting: A Guide to Getting Your Expertise Used . Pfeiffer, San Francisco, CA. 5.

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How Executive Input Enables Students’ Development

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• Gunther Friedl 0 ,
• Andreas Biagosch 1

TUM School of Management, Technical University of Munich, Munich, Germany

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• Merges theoretical knowledge, strategic thinking and specific analysis with practical business decisions
• Presents a new approach to case studies applied at the TUM School of Management
• Includes two case studies that won the international case writing competition at EFMD

Part of the book series: Management for Professionals (MANAGPROF)

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About this book

Similar content being viewed by others, is there a prescription for strategic it decisions.

Asking Higher Education Students to Write Research Case Studies—A Way to Develop Engagement and Critical Thinking

Case Studies on Strategic Interventions

• Case Method
• Executive Education
• Business School
• Commerzbank AG

Table of contents (4 chapters)

Front matter, case: the renewed case seminar.

• Andreas Biagosch

Supporting Companies and Participating Managers in Case Study Presentations

Case: unu gmbh: sharing is caring—a suitable business model for e-scooter in germany.

• Franziska Beck, Michael Krauß, Frieder Weidenbach

Case: UBS—Acquisition of Commerzbank AG as a Possible Growth Strategy

• Fahrudin Abazi, Philipp Deisler, Michael Eisenlauer

Back Matter

Editors and affiliations.

Gunther Friedl, Andreas Biagosch

About the editors

Andreas Biagosch worked for McKinsey & Company for more than 30 years. He is now member of several supervisory boards of large family firms and lectures at the Technical University of Munich.

Gunther Friedl is a Professor of Management Accounting at the Technical University of Munich and Dean of its Business School TUM School of Management.

Bibliographic Information

Book Title : Case Studies in Strategic Management

Book Subtitle : How Executive Input Enables Students’ Development

Editors : Gunther Friedl, Andreas Biagosch

Series Title : Management for Professionals

DOI : https://doi.org/10.1007/978-3-319-95555-1

Publisher : Springer Cham

eBook Packages : Business and Management , Business and Management (R0)

Copyright Information : Springer International Publishing AG, part of Springer Nature 2019

Hardcover ISBN : 978-3-319-95554-4 Published: 22 September 2018

Softcover ISBN : 978-3-030-07057-1 Published: 08 February 2019

eBook ISBN : 978-3-319-95555-1 Published: 08 September 2018

Series ISSN : 2192-8096

Series E-ISSN : 2192-810X

Edition Number : 1

Number of Pages : XX, 91

Number of Illustrations : 21 b/w illustrations, 45 illustrations in colour

Topics : Accounting/Auditing , Management Education , Innovation/Technology Management , Start-Ups/Venture Capital , Financial Accounting

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Strategic Planning: Case Studies

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Instructor: Mike Figliuolo

Have you ever wanted to see strategic planning frameworks applied to real situations? Would you find it helpful to see an integrated strategic case study for an organization like yours? Go more deeply into the strategic planning process by diving into three real-world cases studies. Join instructor Mike Figliuolo as he shares examples from a consumer goods business, a professional services company, and a nonprofit organization. For each case he shares five key aspects of the strategy planning process: defining the strategic environment, determining how to compete, evaluating and prioritizing opportunities, assessing the initiative portfolio, and organizing and allocating resources. Use these thorough examples to think through how you would apply strategic planning to your own organization.

The Six Disciplines of Strategic Thinking

In today’s turbulent times, strategic thinking is more important than ever.  The Six Disciplines of Strategic Thinking  offers an essential blueprint for leading your organization into an uncertain future. In it, Michael Watkins challenges the idea that strategic thinking is just art, providing the fundamental principles and tools that drive success. Dive into his outstanding guide and become the best strategic thinker you can be.

Whether you’re just embarking on your career path, driving initiatives on your team, or leading a multinational enterprise, this insightful book is an essential roadmap for your journey toward strategic thinking, planning, and executing with excellence. It provides practical tools and techniques for strategic thought leadership and decision-making.

Professor Watkins successfully breaks down a previously elusive leadership concept by presenting it in a tangible and pragmatic manner. His book empowers readers not only to recognize these attributes in others but also to identify their presence in our own approach.

More than ever, business leaders must be strong strategic thinkers. In  The Six Disciplines of Strategic Thinking , Michael Watkins defines what strategic thinking is and why it’s so important. He shows it’s a skill that can be developed and provides a roadmap for enhancing it through the right mix of on-the-job experience and mental exercise. Every aspiring executive can benefit from his insights

How did John F. Kennedy put a man on the moon in just under 10 years? What can chess teach us about actionable insights? And why should you shake up a business at a time of great success? All of these questions have their answer in strategic thinking. But what  is  strategic thinking exactly? Are we born with it, or can we nurture it? As a distinct and important capability in leaders, strategic thinking is a remarkably poorly defined, little understood concept, confined to management courses and board meetings. But in The Six Disciplines of Strategic Thinking , world-renowned expert Michael Watkins shows leaders how they can benefit from it, as long as they have the tools to nurture it. Exploring the six specific mental disciplines that together constitute strategic thinking, each chapter shows how they can create value, and offers prescriptions on how to develop the strategic thinking mindset ourselves. Academically grounded but jargon-free, with real-world examples from all sectors and ages, The Six Disciplines of Strategic Thinking  assesses our innate ability to think strategically, and helps us to cultivate it, leading to better decisions that get proven results.

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Michael D. Watkins is Professor of Leadership and Organizational Change at IMD, and co-founder of Genesis Advisers. He has spent the last two decades working with leaders as they transition to new roles, build their teams and transform their organizations. In 2023, he was inducted to the Thinkers50 Hall of Fame, in recognition for his outstanding contributions to the worlds of management and leadership.

He is author of the international bestseller  The First 90 Days,  which  The Economist  recognized as “the on-boarding bible.” With more than 1,000,000 copies sold in English, and translations in 24 languages, it has become the classic reference for leaders in transition and a standard resource of leading change.

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Interview with: Michael Watkins  Professor of Leadership and Organizational Change, International Institute for Management Development (IMD)

Top leaders embrace strategic thinking like a chess grandmaster, which is a crucial mindset to have during turbulent times. Moreover, top leaders cultivate mental agility for comprehensive decision-making.

I am pleased to share what I consider the most promising, must-read nonfiction titles scheduled for release in January of 2024. And now, the January 2024 titles are…

Big Think.com excerpt of The Six Disciplines of Strategic Thinking

New year, new leadership style? If you want to reinvent yourself as a leader for 2024, here are nine resolutions to try:

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More From Forbes

Strategic thinking: the pathway to the top.

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stepping stones across a pond.

It is a tale as old as time: a qualified candidate is ready to be promoted, but it never seems to happen. What if this common problem that leaders experience could be solved with one overlooked leadership quality?

If you want to ensure that you will be considered for higher-level positions, I suggest you focus on your strategic thinking skills. In addition, you ought to consider how well you transmit your interest in your organization's strategy to those around you.

Zenger Folkman's research confirms that others' perceptions of poor or absent skills in thinking strategically could be a significant anchor holding you back.

The majority of leaders have a sharp focus on operational, tactical, and interpersonal issues. They get projects done on time, solve difficult problems, delve into new technology, and resolve spats between subordinates and other groups. They assume that the successful execution of these activities puts them in contention for a higher-level position. Unfortunately, they are wrong.

Three Studies on Strategic Thinking

1.     Several years ago, a highly respected client organization executed a significant downsizing. They let go over 100 executives whose average tenure was 17 years. They asked us to analyze the data we had gathered before the layoffs to understand what caused these executives to get derailed.

We discovered that one of the most significant issues for the terminated group was the difference in their ratings of effectiveness on the leadership quality, “Strategic Vision.” Each of the executives had participated in a 360 feedback assessment where their manager, peers, direct reports, and others rated their effectiveness on a series of leadership competencies. The total population of leaders we assessed had an average score on Strategic Vision at the 54 th percentile. The group who was terminated scored at the 32 nd  percentile. Written comments about these leaders included comments such as, “Operations-oriented, not strategic” or “Handled narrow roles well, but floundered in organizational navigation and setting strategic direction.”

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2.     A second study we conducted was in a different firm. It involved 379 managers, of whom 116 were designated as having the highest potential. The graph below shows the difference in the effectiveness ratings from the 360 on the leadership quality “Strategic Perspective.” A group of senior executives had classified all the leaders as to whether they were in the category of “High Potential," “Promotable," or “Develop in Place.”

Note that the High Potential group was rated significantly higher on their effectiveness at Strategic Perspective than the Promotable group (T-Value = 5.607, sig. 0.000). To further verify our conclusions, we analyzed the data employing an experimental design where only 50% of the leaders were randomly selected for the analysis. The difference remained statistically significant (T-Value = 3.882, sig. 0.000).

Zenger Folkman Research Strategy and Degree of Potential

3.     In a third, much larger study, we again analyzed 360-degree feedback results from 100,856 leaders, comparing them based on their organizational hierarchy level. It is clear from the graph below that Top Managers were rated substantially higher on Strategic Perspective than Senior Managers (T-Value = 22.90, sig. 0.000). Once again, an experimental design randomly selecting 50% of the sample indicated that the results remained statistically significant (T-Value = 16.722, sig. 0.000). Upon analyzing all of the 19 leadership qualities evaluated, we discovered that Strategic Perspective was the leadership quality that most powerfully separated Top Managers from Senior Management. It showed the largest and most statistically significant difference between the two groups.

Zenger Folkman Study Strategic Perspective and Position

These three studies show that a key characteristic that is highly correlated with promotion is the ability to think strategically. It does not differentiate leaders at other levels in the organization. For example, the number one leadership quality differentiating individual contributors from supervisors is Taking Initiative. But for senior leaders, the one competency that helped them stand out was Strategic Perspective.

Developing Strategic Perspective

Strategic thinking involves thinking about larger, macro issues, in contrast to the microfocus that many tend to take. Strategic thinking means seeing how the industry and the broader economy function. It also includes thinking long-term in contrast to near-term.

Being more strategic begins with a change in thinking. Instead of only focusing on operational, tactical, and interpersonal issues, begin to ask yourself tough questions such as, “Why do we operate in this particular way?”, “Why are our competitors doing so well?”, “Is there some organization out there that could disrupt our business?”, and “What changes in the future will have a significant impact on our business?”

To help us understand what leaders with high strategic thinking skills were doing differently, my colleague Jack Zenger and I looked at data from over 100,000 leaders. We sought to understand what else those who were most strategic were doing that helped them build that skill. We discovered five skills we call companion behaviors to Strategic Perspective. Leaders who were the most competent at Strategic Perspective were also very competent at these skills. We infer that improving these skills will help every leader become more strategic.

1.      Communicate Powerfully . This includes listening, gathering, and, most notably, sharing information. The leaders rated the highest on strategic perspective brought strategy into almost every conversation to connect what they are doing to what the organization needs to do to succeed.

2.      Foster Innovation . The world is changing. Disruption is everywhere. Ideally, leaders will disrupt their own business before a competitor disrupts it for them.

3.      Focus on the Customers . Customers know things you do not know and see things you do not see. This is probably the least intuitive of these correlated behaviors. Getting out of the office and visiting customers has profound outcomes. Customers help you be a great success if you listen to them, understand their current needs, and anticipate needs in the future.

4.      Inspire and Motivate . If a strategy is to be more than words and assumptions, others need to believe in it and implement it. The ability to inspire and motivate others is a vital part of making any strategy successful.

5.      Establish Stretch Goals . Stretch goals help make strategies concrete. When employees accomplish stretch goals, their engagement increases and their self-confidence goes up. The organization moves one step further toward success.

Changing Other’s Perceptions of Your Strategic Thinking

The late Peter Drucker observed that career success does not merely depend on someone doing a good job. Bosses and colleagues need to know that the person is doing a good job. In the case of strategic thinking, it is equally as crucial for others to perceive that the executive possesses that quality as it is actually to possess that quality.

I heard of a case recently in which a coach advised a woman executive, who had received lower ratings on her strategic thinking skills, to consciously make some changes in the language she used in management meetings. It was suggested by the coach that the executive introduce her comments in management meetings with phrases such as: “I think this would better support our strategy if we…” Or, “How does what’s being suggested align with our strategy for this department?" This rather simple change in language had a positive outcome. A year later, a repeat 360-degree feedback showed a dramatic improvement in her colleagues’ assessments of her strategic perspective.

If a lower-level employee were to become so focused on the company strategy that they failed to accomplish their operational goals, this could negatively impact their career. But when a higher-level executive is only focused on operational execution rather than strategy, not only will that negatively impact their career, but it will also impact the organization's success.

If you want a different ending to the story of your career, start thinking more about strategy. Ask yourself, do others perceive me as a strategic leader? Take a look at these companion behaviors, incorporate them into your routines, and resolve to be the leader who can see and communicate the whole picture.

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Case Studies

Development of strategic thinking & planning process.

Technology Company, 4,200 employees

Company did not have a consistent thinking and planning process in place and the quality of strategy differed dramatically across the organization. Desire was to create a uniform strategic thinking and planning process for the organization while at the same time, build the strategic thinking skills of its mid- and senior-level managers.

Development of Strategic Thinking Capability

Healthcare Company, 9,000 employees

Lack of a uniform understanding of strategy and a reactive, tactical, firefighting approach to sales planning has led to large performance gaps.

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