Seeing the bigger picture
Strategic thinking and environmental scanning.
- Level
- Bitesize
- Learning time
- 1 hour 15 minutes
- Where
- Strategic Thinking
- Price
- £39
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Read the full terms
Certificate of Completion
Overview and Outcomes.
Overview
Strategy, strategic planning, strategic management and strategic leadership are often used as if they meant the same thing, and the confusion changes what an organisation does under pressure. This module defines strategy as a plan to create value, after Oberholzer-Gee, introduces Rich Horwath's three disciplines of acumen, allocation and action, and uses the Kodak and Fujifilm case to show why strong planning cannot replace strategic thinking. Much strategic failure comes from applying a good tool to the wrong kind of problem. This module helps you name your situation before choosing how to act, using VUCA and Cascio's BANI, Dave Snowden's Cynefin framework and its five domains, and Rittel and Webber's wicked problems. It applies Cynefin to the member and officer relationship and treats homelessness strategy as a worked example of a wicked problem.
What you'll develop
In this Bitesize, you will develop the ability to:
- Distinguish strategic thinking from strategic planning, strategic management and strategic leadership, and apply the test of value and real choice to a strategy document.
- Describe Horwath's three disciplines and the three habits of strategic thinkers, and identify which failure each habit guards against in your own organisation.
- Explain, using the Kodak and Fujifilm case, why an organisation can plan competently and still fail at strategy.
- Distinguish the five Cynefin domains and describe the decision-making approach each one calls for.
- Identify whether a challenge is tame or wicked using Rittel and Webber's four key properties, and explain what that means for how a strategy is written.
The Modules.
1 hour 15 minutes of learning.
- 01Foundations: What Strategic Thinking Is (and Isn't)Strategy, strategic planning, strategic management and strategic leadership are often used as if they meant the same thing, and the confusion changes what an organisation does under pressure. This module defines strategy as a plan to create value, after Oberholzer-Gee, introduces Rich Horwath's three disciplines of acumen, allocation and action, and uses the Kodak and Fujifilm case to show why strong planning cannot replace strategic thinking.39 min
- 02Reading the Operating EnvironmentMuch strategic failure comes from applying a good tool to the wrong kind of problem. This module helps you name your situation before choosing how to act, using VUCA and Cascio's BANI, Dave Snowden's Cynefin framework and its five domains, and Rittel and Webber's wicked problems. It applies Cynefin to the member and officer relationship and treats homelessness strategy as a worked example of a wicked problem.40 min
Keep going.
Part of the Strategic Thinking topic, also sold whole as The strategic mind.
Go deeper, and pay only the difference
- You are hereBitesize, 1 hour 15 minutes, £39
- Next stepFocus, Reading the landscape, 2 hours 30 minutes, £69. Already own the Bitesize? You pay £30.
- Explore, Thinking strategically, 4 hours, £129. Already own the Bitesize? You pay £90.
- The whole topicImmerse, The strategic mind, 7 hours 30 minutes, £249. Already own the Bitesize? You pay £210.
When you step up to a higher level, what you paid in the last 12 months for lower-level courses inside the bigger course comes off its price, in proportion to how much of each is inside it, whichever topic it's from. Courses at the same or a lower level don't give credit against each other. A Focus course or above always costs at least £15. Prices per person. Read the full terms
Also part of: Setting the course, Taking the director’s chair, Leading the whole
Other Bitesize in the Strategic Thinking topic
- Knowing where you standStrategic analysis: context, position and choice1 hour 15 minutes£39
- Choices under uncertaintyStrategic choice models and decisions under risk1 hour 15 minutes£39
- Judgement in a changing worldCognitive bias, judgement and AI in strategy1 hour 15 minutes£39
- Shaping the organisationOrganisation design and target operating models1 hour 15 minutes£39
- Making it stickStrategy implementation and delivery1 hour 15 minutes£39
Also Inside
Strategy and the futureSetting the courseFlagship19 hours 30 minutes£499
Strategy and the futureTaking the director’s chairFlagship15 hours£459
Complexity, decisions and innovationSeeing further, togetherImmerse8 hours£249
Leading peopleLeading togetherSignatureLive with Jon and AmandaBespokeTalk to us about Leading together →
Strategy and the futureLeading the wholeFlagship18 hours£459