Strategic Management
Strategic Management
The Radical Revolutionary Strategic Management Matrix for Predators
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Studies have shown that coming up with strategies and executing them with success requires specific strategic competencies. It is no longer just about the big idea. Moving beyond a broad, fuzzy picture, however, requires strategic thinking and understanding the management matrix. This guidebook can help you • identify critical functions of strategy, such as the alignment of operations, the continual improvement and innovation of systems design, and the allocation of effective recourses; • learn the six required competencies for strategic genius along with methods how to excel at each one; • reinvent thought processes so you can achieve organizational goals; • successfully navigate your way through office politics; • and answer many other questions tied to strategic management. Take a trip with author Reinier Geel as he shares a detailed study of the make-or-break factors of planning and execution. This guidebook sets a new paradigm for the strategic arena and is backed up with the essential knowledge so you can empower yourself and your organization.
Free preview; Introduction Traditional strategic planning and methodology to some extent has given way to strategic thinking; the ability to identify the relevant strategic competencies required for a specific strategic project. Termed “The Strategic Management Matrix Faculty”. Based on the assumption that three identified critical functions of strategy need to be present all the time; namely the alignment of operations, the continual improvement and innovation of systems design, and the allocation of effective recourses. Studies have shown that strategy formulation and execution requires very specific strategic competencies, in order for any strategic plan to work. It is no longer just about the strategic getaway and the big plan. Six required competencies for strategic genius have been identified. 1. Perception management and alignment; is a companion to business philosophy, and planning good strategy. If we depart from the assumption that everything we deal with is based on someone’s perception, then perception is of either things or “facts”. Furthermore, a strategy points into a direction, that direction is based on some form of bias and alignment, of strongly held perceptions. Then alignment is of either belief, or orientation. These aspects have become focal in strategic circles, where strategies are now concentrating on both things that people believe in or perceive to be real and “fact”, that they get from being orientated towards a belief or science, and aligning this with objectives. Perception management, a term that originated in the U. S. military. The definition relates to actions consistent to convey and/or deny selected information and indicators to foreign audiences. Specifically aimed at influencing, emotions, motives, independent reasoning, as well as intelligence, systems, and leaders at all levels. Furthermore, the aim is to influence people’s beliefs, and opinions, that ultimately result in a desired altered behaviour. Consequently, altered behaviour brings about actions favourable to the originator’s own objectives. In utilising various ways, perception can be manipulated – managed - to combine bits of “truths” about things and “facts”, so that eventually it becomes a new reality and fact. 2. The open systems perspective refers to us being able to understand the implications of planning, and strategic actions. As well as its far reaching effects and importance. Strategic thinkers have to have the abilities of mental modelling, the ability to see creation in the mind, and relations in steps, and be able to design systems that will deliver on the completed end state, we need architects that can design complete systems from cradle to grave - with systematic planning. In order to be able to design systems with value creation, and quality in mind, they need to be open, to connect to attributes and essentials, as well as new resources at any given time. 3. The third competency is creating focused intent; which means looking at ways of getting more leverage, and initiative. By focusing our efforts faster and narrower; the ability to focus our attention as a collective, to resist diversion of efforts, through structured engagement and focused intent, and to concentrate all our efforts as a whole for as long as it takes to achieve our main objectives. 4. Thinking in time spirals means being able to bring past, present and future assumptions, and all relevant aspects into the strategic equation, to create better decision-making models and speedup implementation. “Strategy” is not just driven by future focused intent, action, and vision alone. It is also the opportunity that it creates, to close some gaps between today’s problems and tomorrow’s reality, and our intent for the future that is critical. It also serves as a learning experience that creates an awareness of old problems addressed in new ways. By being aware of time, and how to utilise it best as a valuable resource. 5. Critical thinking, the fifth strategic competency is being skills development driven, by ensuring that both academical and practical skills are taught and transferred, by developing intellectual capital, with both imaginative and critical thinking. 6. The final strategic thinking competency is emotional intelligence; By specifically identifying personal attributes that enable people to succeed in life, and developing them, and this also including self-awareness, empathy, self-confidence, life skills and self-control which means being entrepreneurial, and focused on network creation, we create human capital and emotional intelligence. Get all your “Strategic Competency” issues addressed • In this book, we will be getting to grips with strategy where it counts and becomes relevant and critical, by addressing very specific strategic competencies. • Perceptions, emotions, and actions are a balanced trinity, essential for awareness and strong strategy. By creating a deeper understanding of why and how things become significant and addressing these and other competencies, chapter by chapter required from strategist today. • Strategic thinking is just not enough; we require critical thinking, perception management, skills, reframing, tactics, structure, systems, action and planning, all attributes of success, and when combined they delivers...results. • Do you have unanswered questions? o Are you still trying to solve old problems the same way you created them? o Has strategic roles and functions become mixed, and blurred, who is responsible for what? o Are you surviving or thriving in your organisation, find out why? o Battling with too many change initiatives, and diversification? o Still attempting to secure your own organisational survival or just achieving some balance? o Do top down strategies still determine how business gets done today? • What's more important – growing expertise and strategic thinkers, or having a perfect strategy and chasing production figures? • Frustrated with the strategic buzz words used, then break the mould! Revolutionising Strategic Management o This miscellany is a study of cardinal influences that equates to the “make or break” factors in planning strategy, and the competencies required to execute perfect strategy. o Sets a new paradigm for the strategic management arena, backed up with essential knowledge that will empower individuals to behave like “Predators” on a strategic landscape, in a strategic society that has become increasingly complex, competitive and yet complacent. This book will capacitate you to deal with extremes. The new “Predator” paradigm, teaches us required Radical and Revolutionary insight for handling today’s flux. The significance of this required Revolution We require more “revolutionary” ideas from entrepreneurs to think creatively, and thrive in this day and age. The very essence of “Revolutionary” ideas, have chartered the course of history and humanity, from Newton, to Picasso, from science to art. It only took a few unique men to challenge the boundaries of our existence, to ultimately influence the course of human history for good and evidently life, as we know it today. Ask yourself, if it was not for these men and their revolutionary ideas, where would we have been today. These “Predators” have set in motion a powerful surge of thinkers and apprentices to carry on with their ground-breaking work, they have inspired future generations of thinkers, which ultimately continues to spiral us forward and onward to the next level of existence. What is truly significant and remarkable about the evolution of humanity? It’s our ability to evolved in leaps and bounds, at every completion of an evolution, we gained new knowledge and insight, both essential and required, to cope with the challenges of the new, to elevate us and prepare us for the challenges of the following new leap of evolution. This is the essence of strategy, its revival. By looking back in time and history, we can see the r
Reinier Geel applies the lessons he learned in battle and as a police officer to strategic management. He has learned through experience to learn to manage with what he has and nothing more. He currently lives in South Africa.


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