Friday, September 24, 2021


The influential strategists gain an understanding of the past and the perception of the future so far as knowledge permits; they have the ability to tie all these important things together in order to develop a good strategy.

Strategy is about projecting and balancing variables on the business continuum to achieve the goals further away in the distance. There is no doubt that strategy becomes more important, not less in organizations large or small today because of hyper-connectivity, unprecedented uncertainty, fierce competition, rapid change, and frequent disruptions. Strategy will remain an "artistic science," as there is no design blueprint nor exact implementation rules. 

Business leaders and professionals have to continuously set up standards of competence and ability to enforce professional responsibility, groom more highly professional strategists with a unique set of capabilities to make good strategies and improve the success rate of strategy management..

Astute strategist: Making a strategy in times of uncertainty and unpredictability is an interesting way of putting things right. You can develop a strategic plan based on the improvement of the real situation by analyzing the mandate and extracting policies that enable you to make the vision and missions, then to make the smart objectives, policies, and programs that solve your long-term concerns and problems. A strategy is just as much about knowing what you will not do as it is about knowing what you will do. Top business executives as astute strategists do information-based research, connect interdisciplinary dots to do deep “swot” analysis by asking enough insightful questions, to enhance capability-based strategy management. To accelerate the cycle of strategy management, the dynamic capability will further build the organization’s strengths in core areas and differentiated competency.

Strategies emerge through network interaction. Feedback management is an integral component of strategy management. There are known and unknown risks. The conditions of known risk are amenable to constructing alternative scenarios and evaluating them. When you are formulating strategies under conditions of known risks, you have sufficient information to establish probabilities of alternative outcomes and the expected impact of strategic alternatives. The astute strategists learn how to leverage the network by leveraging quality feedback and developing approaches for shepherding strategy implementation through information-driven solutions. Feedback and adjustment become pervasive throughout the network, rather than one step in a structured planning and evaluation process to strengthen the enablers of the strategy, enhance links to business strategy alignment, scenario planning, program life cycle management, requirements management, risk management, resource management, etc. It might be good to work with plans and assumptions and scenarios, as long as you keep in mind that these have been elaborated from past experiences and past knowledge.

Agile strategist: Strategy formulation is a combination of planned and emergent thinking. When you are forced to formulate strategy under conditions of 'uncertainty,' you are operating in "white water" with little or no information on which to base your strategic decisions. You formulate a strategy and then encounter the real world of implementation, which provides you feedback that allows you to continuously adjust the strategy on the move. Just like a sculptor in the process of shaping a piece of artwork, he or she has a strategy in mind at the outset of the process; but as his/her hands interact with the material, the strategy is constantly adjusted until the final artwork is presented. Agile strategists apply a set of agile principles to focus on improvement, interaction, incrementalism, iteration, innovation, etc. With ever-evolving business dynamics, it's not all about "making a strategy" as an end-product, but about enhancing a strategy-making- implementation scenario.

In the business reality today, “critical uncertainties" are the unknowns below the tip of the iceberg with utmost relevance for the organization or entity you're planning for. In such cases, strategy formulation must be based on assumptions that your organization can change the operating environment, not just adapt to it. Significant variation from the planned result may, in fact, be a signal that the original plan is flawed; that a major shift in the environment has occurred, which necessitates rethinking and readjusting the plan - as the old saying goes: plan is nothing, planning is everything. Agile strategists can be learning agile, stay within what you will do in the strategic forum, but change some priorities or weight of effort in the short term, be opportunistic about the emerging event, and you will reach your goal.

Influential strategist: High professional strategists are influencers who can think multi-dimensionally and do not get lost in mundane detail. Uncertainty is the new normal. If it is really unpredictable, that means the future cannot be, in any way, deduced from the past. As such, it becomes far more about influencing others to choose to allow/enable the success of your strategic goals. It is also about communicating about the quality of the strategy, saying openly what is known and what is not. Influential strategists are great communicators. They can walk the talk and talk the walk. They intend to help all managers and digital professionals gain a holistic understanding of business transformation and come to grips with new ways of thinking, working and living; plan, but be able to adapt quickly to current realities. Understand your environment and playing field to develop a plan to harness the opportunities you identified.

The influential strategists gain an understanding of the past and the perception of the future so far as knowledge permits; they have the ability to view the complete business ecosystem with all its dependencies and interconnections. They are able to tie all these important things together in order to develop a good strategy. They have the ability to identify key leverage points where the non-proportional impact can be made. They are excellent communicators with a unique voice who can leverage social and collaboration technology tools to amplify the intellectual voice. In order to harness strategic communication, start by identifying the barriers that hinder effective collaboration and work on them.They have creative communication skills to break down barriers and bridge differences; they have empathy skills to tailor the variety of business audiences. When negotiating a strategy with stakeholders who hold the opposite viewpoints.And they have the ability to hypothesize interventions and iterate them till the right fit is made.

A profession is a set of skills, knowledge, and competencies gained through training.Whether the strategy is the profession or not, strategists need to be high professionals who are open minded, informative, innovative, kneep the ends in mind, understand the causes of their organizational problems, set the principles, and make choices for enable businesses to achieving clearly-defined business results.


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