Dr. John Psarouthakis, Executive Editor, www.BusinessThinker.com. Founder and former CEO, JP Industries, Inc, a Fortune 500 industrial corporation. Adjunct professor, Strategy and Acquisitions, Ross School of Management, University of Michigan
This is the 3rd of short articles of my thoughts about Leading and Managing winning companies.
Analysis is the critical starting point of strategic thinking. Faced with problems, trends, or situations that appear to come packaged as a whole by common sense of the moment, the strategic thinker dissects them into their constituent parts. Then, having discovered the significance of these constituents, he reassembles them in a way calculated to maximize his advantage. ( briefly, separating the small unit and expanding it as a company in itself applying its technology to a broader possible array of products) True strategic thinking contrasts sharply with the conventional linear thinking. It also contrasts with the risks based on intuition, reaching conclusions without any real breakdown to the components or analysis. No matter how difficult or unprecedented the problem, the best possible solution can come only from a combination of rational analysis, based on the real nature of the problems / challenges, and imaginative reintegration of all the different components into a new pattern, using nonlinear brainpower.
“The Mind of a Strategist”,
by Kenici Ohmae.