Strategic thinking refers to the mental process that an individual applies with the aim of being successful in a specific venture (Baaki & Moseley, 2011). It is a cognitive activity that causes thought. In leadership, strategic thinking involves development and use of business insights as well as opportunities that intend to create a competitive edge for an individual or a firm. The type of thinking is usually influenced by the application of the principles of Vision, Values, and Mission.
Vision is the possession of an accurate picture of tomorrow. After developing an idea today, a strategic thinker focuses on the exclusive success of the thought in the future. The developed idea for the future is the vision of the leader. The current situation and the future are usually separated by time (Baaki & Moseley, 2011). An achievable vision is usually shared with the stakeholders to make it achievable within the shortest time possible.
Vision is developed in consideration for a number of elements. A review of the strategic plan is usually the first step followed by an environmental scan on the trends in the industry. The vision also requires one to align himself with the overall performance of the organization within a specific time (Baaki & Moseley, 2011). The leader should discuss the vision with the staff members to invite their contributions to the success of the organization.
The success of a vision is usually driven by time. The leader should define the time within which he wishes to accomplish certain goals. A successful vision will be realistic if it is achieved within the set time (Baaki & Moseley, 2011).Therefore, the leader must be time conscious.
A strategic thinker has to couple vision with a mission. A strategic thinker needs to have a statement of purpose, which is a guide to the decisions that the individual or the organization makes regarding certain matters. The mission offers insight to an individual’s view on the need for being in business. A strategic thinker has his mission motivated by the profit or the customer base being gained. A strategic leader will use more altruistic intentions that will lead to profit in the end (Pherson, 2013).
A well-defined mission should be a guide on the number of activities and how they should be undertaken. Along the way of achieving certain goals through the mission strategic principles must be employed. The goals act as mini-missions, which an individual should achieve as short term regarding the long term mission or goal. Success in the process through achievement of the mini-goals would be motivational in achieving excellence in the mission (Langley, 2007). The leader has to think on behalf of the team that he leads by defining or suggesting a mission that will be achieved through consideration for a number of activities.
Strategic thinkers are driven by possession of unique values. The values define the actions that the individuals wish to undertake at a specific time to make them relevant to achieving the mission and vision of the organization. Focus is one of the values that a strategic thinker should possess. It can be defined as the ability to remain in a certain path for a time long enough to enable one to achieve the set goals (Pherson, 2013). The second value is thinking in time. It means that the individual should hold the past, present and future in mind at the same time to allow him to make better decisions and implement them in a speedy manner. The third value is consistency, which means the individual should have a clear way of doing things by focusing on the most effective steps to achieve the desired excellence (Encombe, 2007). All the plans should be undertaken as planned.
The values make a leader conscious of time, remain focused on the goals set, as well as be determined to achieve the vision and mission. He learns to undertake the necessary activities within the specified period and time.
References
Baaki, J., & Moseley, J. (2011). Strategic planning and strategic thinking clothed in
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Encombe, J. (2007). Harnessing values to drive change at Scottish Widows. Strategic HR
Review, 6(4), 10-11.
Langley, A. (2007). Process thinking in strategic organization. Strategic Organization, 5(3), 271-
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Pherson, R. (2013). The Five Habits of the Master Thinker. Journal of Strategic Security, 6(3),
54-60.
