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Strategic Thinking and Quick Reaction to New Information is the Key to Organizational Survival.

Guest post by: Roger Ingbretsen

Article Overview: The future is unknowable, unpredictable and undetermined. However, many leaders and their organizations remain mesmerized by the Newtonian promise of control and certainty. This continued belief has taught us to do very little until the organization is absolutely certain they know what will happen in detail. When action is finally taken, the actions are taken as if the organizations truly can see the outcomes. This type of thinking needs to change if your organization is to survive.

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Strategic Thinking and Quick Reaction to New Information is the Key to Organizational Survival.

The future is unknowable, unpredictable and undetermined. However, many leaders and their organizations remain mesmerized by the Newtonian promise of control and certainty. This continued belief has taught us to do very little until the organization is absolutely certain they know what will happen in detail. When action is finally taken, the actions are taken as if the organizations truly can see the outcomes. This Practice of what is often called strategic planning, has been predicated on the collection and analysis of data about current conditions to produce what is felt to be a detailed picture of the future. Organizations then plan actions, which they believe are certain to lead them to a successful future.

This all seems very logical; however, today’s business landscape is no longer logical. I have continually observed and as a result come to realize, the only thing certain about a five year strategic plan is that change will occur quickly and the plan will be dramatically wrong or obsolete within months or one year at best. I am not advocating the removal of all planning, tactical or strategic. That would be foolish. Instead I am making the point that whenever plans are made they should be viewed as moveable, flexible and dynamic enough to evolve and respond to an ever changing business and economic landscape. In other words, a plan for continually changing the plan should be put in place.

Contrary to the popular wisdom of strategic planning, strategic thinking and swift reaction is what organizations need to apply. Organizations and especially their leadership need to track changing social and economic trends, to access their implications, to experiment with new ways of doing business, and to build on observation, experience and verification. Strategic thinking and action is a continuous process, which needs to become woven into the fabric of the organization, rather than a one-time planning exercise.

Complex events and chaotic developments are confronting most organizations with a compelling mandate for change of unprecedented proportions. The changes being required go far beyond tweaks, adjustments and modifications. There is a strong need to focus on breakthroughs rather than incremental change. The piecemeal augmentation of new data and facts will not sustain organizations in today’s turbulent world. We are moving out of a world of incremental alterations. Fluffing a few pillows and rearranging desk chairs on the Titanic simply will not do.

We are quickly moving into a world of discontinuous transformational change. I think it is safe to say that technology and complexity are inseparable components of this transformational change. Organizations must get comfortable in dealing with continual interruptions in their plan and transform themselves quickly on a continuous basis. The change goes beyond simply rethinking how work gets done. As individuals and organizations, we must learn to “think at the same time we are thinking.”

The message is becoming clear. Virtually all organizations and teams of people within organizations must come to grips with the continuing explosion of information, technology, globalization, fierce competition, economic and social upheaval and the mixing of a remarkably diverse culture and workforce. The vast reservoirs of information, new technology and change are coming at us in such large amounts and at such high speeds, that we can often feel like we are drinking from a fire hose. Strategic thinking and quick reaction to new found information will be the key to organizational survival.

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Home > Leadership > Roger Ingbretsen > Strategic Thinking and Quick Reaction to New Information is the Key to Organizational Survival >
Article Tags: organizational survival, strategic thinking, strategy

About the Author: Roger Ingbretsen
RSS for Roger's articles - Visit Roger's website

Roger has a Masters degree in Organizational Leadership, from Gonzaga University, a dual undergraduate degree in Economics & Business Administration, from Park University, an AA degree in Business, as well as 1,500 certified hours of training in technical disciplines. He’s had over forty articles, numerous white papers and two books and two eBooks published.

Roger is a member of the International Coaching Federation. Additionally, he has completed many professional training programs attaining numerous certifications, a few of which include: The Harvard Law School “win-win” negotiation process, the Center for Creative Leadership “360-Degree Feedback” evaluation process and “Coach the Coach” program, the Zenger Miller “Team Training Certification Seminar” and “Executive Coaching” practices from the Professional School of Psychology, California. He is also a qualified administrator of the Myers-Briggs Type Indicator personality inventory.

 

 




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