The opposite of strategic thinking is ad hoc, unplanned or reactionary, etc.
It perceives the emergent trends of digital leadership, provides advice on how to run a digital organization to unleash its full potential and improve agility, maturity, and provide insight about Change Management. It also instructs the digital workforce on how to shape a game-changing digital mindset and build the right set of digital capabilities to compete for the future. Here is a set of “Unplanned” quotes in “Digital Master.”
Ad hoc means on-off, narrow and tactical, reactionary, or unplanned, etc. At this level, it’s a fairly immature organization architecturally, with limited understanding of the value and role of architecture.
Because there would be an increase in the range of planned activities against the potential unplanned (presumably unforeseeable) activities. What does change most often is the critical business activities which dictate what organizations do to respond to the Critical Success Factor.
There are a multitude of changes such as organizational change, technological change, and behavioral change. There are various approaches to change such as planned change, unplanned change, imposed change, negotiated change, and participative change.
Strategic thinking is analytical, decision-oriented, and directional; to ponder where you are, where you want to go, link the future with the past and be opportunistic. Thus, the opposite of strategic thinking is ad hoc, unplanned or reactionary, etc.
Faced with restrictive budgets and perceived risks of unplanned downtime, the application owners can be reluctant to commit to modernizing or consolidating their applications. In large corporations, business executives fail to see technology costs clearly by each of the business functions.
From a business systemic point of view, there are unplanned events that occur at random and whose frequency depends on the business' environment it operates in. You can view the events as opportunities to profit from, not just the risks for mitigation.
The opposite of strategy = ad hoc, reactionary, unplanned. What is a "great" strategy? It is the one that helps the organization get a step closer to its vision. It recognizes that strategic planning is dynamic, that is, strategy-making involves a complex pattern of actions and reactions. It is partially planned and partially unplanned.
Ad hoc means on-off, narrow and tactical, reactionary, or unplanned, etc. At this level, it’s a fairly immature organization architecturally, with limited understanding of the value and role of architecture.
Because there would be an increase in the range of planned activities against the potential unplanned (presumably unforeseeable) activities. What does change most often is the critical business activities which dictate what organizations do to respond to the Critical Success Factor.
There are a multitude of changes such as organizational change, technological change, and behavioral change. There are various approaches to change such as planned change, unplanned change, imposed change, negotiated change, and participative change.
Strategic thinking is analytical, decision-oriented, and directional; to ponder where you are, where you want to go, link the future with the past and be opportunistic. Thus, the opposite of strategic thinking is ad hoc, unplanned or reactionary, etc.
Faced with restrictive budgets and perceived risks of unplanned downtime, the application owners can be reluctant to commit to modernizing or consolidating their applications. In large corporations, business executives fail to see technology costs clearly by each of the business functions.
From a business systemic point of view, there are unplanned events that occur at random and whose frequency depends on the business' environment it operates in. You can view the events as opportunities to profit from, not just the risks for mitigation.
The opposite of strategy = ad hoc, reactionary, unplanned. What is a "great" strategy? It is the one that helps the organization get a step closer to its vision. It recognizes that strategic planning is dynamic, that is, strategy-making involves a complex pattern of actions and reactions. It is partially planned and partially unplanned.
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