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strategic thinking

Brain Circuits

How to cultivate strategic thinking in your organization

Published 25 January 2024 in Brain Circuits • 4 min read

As part of our series on strategic thinking, here we offer three actions that we as leaders can take to cultivate strategic thinking in our organizations.

It’s not enough for you to become a more effective strategic thinker. You need to build the capability in your team and organization. This involves imparting skills and creating an environment that nurtures strategic thought and collaborative inquiry.

1. Build a foundation first: curiosity, calculated risks, and opportunities for learning

Initially, it's essential to build a foundation for strategic thinking. This begins with promoting curiosity among your team members. Encourage them to stay informed about broader industry trends and related fields and to ask questions like 'why' and 'what if’.' Creating a team culture where calculated risks are encouraged ,and failures are viewed as opportunities for learning is also crucial. Giving team members the authority to make decisions in their respective areas encourages them to think strategically about their choices. Encouraging cross-functional collaboration by facilitating projects that involve different departments can broaden team members' understanding and promote a holistic view of the organization.

2. Embed strategic thinking: discuss, provide feedback, and reflect

The next step is to embed strategic thinking into your operating rhythms. Regularly discuss strategic topics, allowing team members to share their perspectives on long-term goals, industry trends, and potential challenges. Providing constructive feedback on strategic initiatives and decisions and encouraging team members to do the same for their colleagues is also vital. Also, scheduling time during meetings for team members to reflect on recent decisions, outcomes, and lessons learned can be very beneficial.

3. Organize experiences: workshops, mentoring, simulations, and hackathons

Organizing learning and development experiences focusing on strategic thinking is another critical element. This can include scheduling strategic thinking workshops focused on skills like problem-solving, pattern recognition, and systems thinking. Implementing mentorship programs where team members are paired with mentors who excel in strategic thinking also can provide invaluable insights and guidance. Scenario workshops, where teams analyze and respond to hypothetical business scenarios, encourage anticipatory thinking and agility. Using business simulations or case studies that challenge teams to navigate complex situations and devise strategic solutions can also be highly effective. Additionally, hosting innovation challenges or hackathons to solve existing business problems or explore new opportunities can encourage creative thinking and solution-finding.

Authors

Michael Watkins - IMD Professor

Michael D. Watkins

Professor of Leadership and Organizational Change at IMD

Michael D Watkins is Professor of Leadership and Organizational Change at IMD, and author of The First 90 Days, Master Your Next Move, Predictable Surprises, and 12 other books on leadership and negotiation. His book, The Six Disciplines of Strategic Thinking, explores how executives can learn to think strategically and lead their organizations into the future. A Thinkers 50-ranked management influencer and recognized expert in his field, his work features in HBR Guides and HBR’s 10 Must Reads on leadership, teams, strategic initiatives, and new managers. Over the past 20 years, he has used his First 90 Days® methodology to help leaders make successful transitions, both in his teaching at IMD, INSEAD, and Harvard Business School, where he gained his PhD in decision sciences, as well as through his private consultancy practice Genesis Advisers. At IMD, he directs the First 90 Days open program for leaders taking on challenging new roles and co-directs the Transition to Business Leadership (TBL) executive program for future enterprise leaders, as well as the Program for Executive Development.

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