Strategic thinking is a powerhouse competency that can result in impressively positive effects at any organization. Those who possess these skills can contribute significantly to projects, help solve problems with creativity, and keep an eye on long-term goals.
As such, it’s valuable to keep the elements of strategic thinking in mind throughout the day. Many organizations have developed their own ABCs of strategic thinking for that very reason—so team members can easily remember the elements that mark strategic thinking at work, allowing them to identify and encourage these traits.
But what are the ABCs of strategic thinking?
Unlike a popular framework like the pillars of strategic thinking, there is no single, authoritative answer to this question. Instead, the idea of the ABCs of strategic thinking exists and persists because it creates a framework that makes it simple to remember key concepts.
Suggestions for the ABCs of Strategic Thinking
Since this doesn’t represent an authoritative existing framework, we can look at some examples that you can adopt for your organization. You might also consider adopting a popular strategic thinking framework (or a combination of different concepts) into a mnemonic device for easier memorization.
Approach, Brand, Change
The Tasmanian government developed these ABCs of strategic thinking for its Tasmanian Training Consortium. This is the framework they established:
- Approach: Creative thinking is a crucial component of strategic thinking. The approaches that have served your team well in the past may not always be the best way forward. A strategic thinker will be useful in finding a new angle that works best for the problem at hand.
- Brand: A strategic thinker needs a long-term vantage point. Projects and problem-solving tend to focus on what matters right now, but a strategic thinker will also consider what’s best for the brand and its image for years to come.
- Change: It might be the greatest constant in the business world. Adaptability can make or break a team or organization, making it another key trait of strategic thinkers.
Architect, Banker, Conductor
Deloitte takes a different approach in its ABCs, choosing to focus on the different roles that they assign to bring about their strategic thinking initiatives.
- Architect: This refers to the leader in charge of the transformation project. The architect is responsible for determining the long-term goals and articulating them in a way that brings the rest of the team on board. Future-minded strategy and strong communication skills are both components of strategic thinking.
- Banker: The banker consistently ensures that the project at hand provides value for the organization and that the team has the resources they need to accomplish their goals. Once again, we see a crucial big-picture perspective and the ability to track multiple goals simultaneously.
- Conductor: While the architect sets the overall direction of the project, the conductor is on the ground level, coordinating between teams and departments to ensure each task is on track. This requires strong problem-solving and communication skills, which are both characteristics of strategic thinking.
Analyze, Balance, Commit
This ABC framework can be read sequentially to provide the steps of strategic thinking. Start with the A:
- Analyze the Situation: Strategic thinkers don’t go in blind. They are committed to research and making data-driven decisions. They compile all available information before deciding on an approach.
- Balance the Big Picture and Details: We’ve talked a lot about a long-term perspective—you might have noticed that it’s been part of each framework we’ve explored, sometimes multiple times. But it’s important to remember that an exclusive view of the future can be just as limited as focusing solely on the immediate. A strategic thinker will be able to keep both in sight.
- Commit to Action: Despite its name, strategic thinking does not stay in the head. The competency is distinguished by its actions: setting goals, completing tasks, solving problems, and adapting to change as necessary. Strategic thinkers leave a trail of accomplishments.
Develop Your Strategic Thinking Framework with CMOE
Mnemonic devices can be extremely valuable, but your organization needs a strategic thinking framework and an implementation plan before you need to worry about how to remember it. CMOE has over 45 years of experience helping organizations develop the skills of their leaders and employees. Discover what our customizable Applied Strategic Thinking® workshop can do for you.
