Are You Strategic?

Many people have been told in their performance reviews, “You need to be more strategic.” With a definite tone of frustration in their voices, they ask, “What do you mean be more strategic?”

The phrase be more strategic likely was not meant to invite the person to participate in developing enterprise strategy. The speaker more likely intended it as an instruction to enlarge one’s perspective to be less absorbed in their specialized daily work and to coordinate their efforts with the efforts of others, including sacrificing their personal efficiency to serve the broader interests of the organization.

In this sense, a person who is more strategic holds a more systematic view of the organization and its fit with the external environment. She has learned the structures and disciplines that characterize her organization and its context of stakeholders, suppliers, regulators, and the like. With this knowledge, she is able to more adroitly coordinate her activities with others.

As an adjective, the word strategic is often used as a decoration – for example, strategic leadership, strategic plans, strategic decisions, and strategic markets. Mostly, when people use strategic as an adjective, they are signaling their opinion of the importance of the noun being modified. Used this way, the adjective strategic is self-indulgent and many people use it to advance their personal status within the organization.

Most organizations have too many strategic things, a cacophony of goals and aspirations in competition with each other. The indiscriminate use of the adjective strategic adds to the ambiguity and doesn’t reduce it. Ideally, the adjective strategic should link to the organization’s strategy and ideally the organization’s strategy should be good and not bad.

.…The above is an excerpt from Chapter 1 of How to Think Strategically, available at all major booksellers. The book’s big idea is that strategic thinking is an individual competency that can be recognized and developed. As individuals steadily improve their capacity to think strategically, the organization gains potential to craft strategy that is good, powerful, effective, clever, and nuanced.

“Provides all the necessary tools and insight to help you become an influential strategic thinker. A great read.” Jeroen De Flander

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