What strategic thinking techniques can you use to resolve issues?

An important step in strategic thinking is to develop an intellectual construct for the conduct of leadership. A team at Harvard's Kennedy School and I distilled such a construct in the website at this link: https://www.belfercenter.org/publication/david-petraeus-strategic-leadership It describes four tasks that must be competently performed for leadership to be effective: first, get the big ideas right (understand the situation in considerable detail and crafter the right strategy); second, communicate the big ideas effectively; third, oversee the implementation of the big ideas; and fourth, determine necessary refinements to the big ideas and perform the process again, and again, and again. But the first task is the truly critical one!

En stratégie le terme problématique est préféré au terme problème qui est plus circonscrit dans l’espace et le temps, appelant une action ou série d’actions à impact très ciblé. Une démarche stratégique commence nécessairement par nommer/ identifier/circonscrire clairement la problématique dans une démarche itérative. La phase de définition est cruciale, elle doit prendre le temps nécessaire pour s’assurer de ne pas prendre les conséquences pour les pour les véritables causes. Il arrive rarement que la problématique soit si évidente qu’il ne soit point nécessaire d’utiliser des outils ??savants?? pour le définir.

The first step in strategic thinking is to determine whether you actually have a strategic problem or objective. Strategic action differs from tactical action primarily in terms of consequences - a strategic decision, once made, cannot easily be unmade. In many cases, pursuing multiple different tactics is a better approach to making progress.

Actually I prefer to spot the problem, focus on the reason and get the implications of that problem first. Then I focus on the resolution based on both the effectiveness and efficiency.

The first step in strategic thinking is problem definition. Use the 5W+H method: Who: Identify stakeholders involved or affected by the issue. What: Clearly state the problem or desired outcome. Where: Pinpoint locations critical to the problem or its resolution. When: Determine the timeframe or deadlines for addressing the issue. Why: Understand the significance or root causes of the problem. How: Develop strategies to solve it and establish metrics for success. This method streamlines focus, aiding goal setting and avoiding confusion. ?? Clarity is crucial for effective strategic thinking. ??

In gathering relevant data, focus on quality over quantity. Use tools like surveys for direct feedback and analytics for trend insights. Critically evaluate data for relevance and accuracy. For example, analyze customer feedback to identify common issues and track performance metrics to gauge progress. Avoid data overload by setting clear objectives for the information you need.

When gathering data, consider utilizing reports, surveys, interviews, and online research ??. Apply the CRAAP test for data evaluation, checking currency, relevance, authority, accuracy, and purpose ??. Ensure data is current, authoritative, and aligned with the problem's context. Be cautious of bias to avoid information overload. Use keywords and benchmarks to streamline data collection and maintain focus ??. Seek diverse opinions and feedback to gain a comprehensive understanding of the issue ??. Stay mindful of trends and best practices to inform your analysis and decision-making ??.

One should start working on solution from data points which are available over the counter and keep upgrading with data points as and when received, quality of data is utmost compared to quantity hence better be specific on what you want.

The gathering of information oftentimes leads to both learning and unlearning. Most people have problems with the latter as they are motivated by pride and ego rather than accomplishment.

Gathering relevant data isn't just about numbers; it's about understanding the context, capturing the nuances, and deciphering the story it tells. Whether analyzing market trends, customer preferences, or project outcomes, relevant data empowers us to make informed decisions. It's the compass navigating us toward success.

You must analyze data critically. Look for key patterns and gaps. Use tools like SWOT to visualize these insights. For example, in a declining sales issue, identify external threats and internal weaknesses contributing to it, then brainstorm strategic improvements.

In the third phase of data processing, analysis and synthesis play a crucial role in uncovering insights and driving decision-making. Various tools like SWOT analysis, PESTLE analysis, mind maps , and diagrams facilitate the organization and visualization of collected data. Identifying patterns, connections, and gaps is essential for a comprehensive understanding. Diverse perspectives and scenarios should be generated to foster creativity. The SCAMPER technique prompts critical thinking by encouraging the substitution, combination, adaptation, modification, utilization for another purpose, elimination, or reversal of elements within the problem. This process enables a holistic view, considering implications and consequences of each option.

I strongly advocate shifting from SWOT to SOAR, an acronym for Strengths, Opportunities, Aspirations, and Results. A definition is “a strategic thinking, planning, conversations, and leading framework.” This approach integrates Appreciative Inquiry (AI) with a strategic planning framework to create a transformational process that inspires organizations to SOAR. The SOAR framework for strategic inquiry and decision-making uses AI to bring stakeholder dialogue into strategic planning. SOAR accelerates the strategic planning efforts of an organization by focusing directly on those elements that give life energy to the future and the organization’s people. It is made explicit by dialogue between and among these groups of stakeholders.

Finding patterns is fine, but do not forget 'time for action' when analyzing these patterns. Helpful to find driving forces are actor networks. Who is doing what, and what for? Industrial development is very much dependent on founder figures. Today' s Elon Musk or Wang Chuanfu are driving the otherwise risk averse automotive industry into action. Actor Networks should include people, institutions, but also natural forces and long lasting cultural pillars of our diverse civilizations.

Yes, for a structured analysis there are tools and methods such as SWOT analysis, PESTLE analysis, mind maps, flowcharts or diagrams. Bringing several scenarios and being able to visualize different options is a way to minimize errors.

I agree with the post. In addition to clarity and simplicity, it is important to use transparency, respect, and consistency. Evaluate all scenarios, but always make a decision.

In the evaluation and decision-making phase, consider all viable options, employing the PMI (Plus, Minus, Interesting) method. List the positive aspects (pluses) of each solution, highlighting strengths and benefits. Identify drawbacks (minuses) to understand potential challenges or disadvantages. Explore interesting points that may influence the decision-making process, fostering creativity and alternative perspectives. Prioritize criteria and goals, aligning them with the options. Weigh the pros and cons, ensuring alignment with the overall objectives. Anticipate and address potential risks and obstacles, implementing contingency plans. Mitigate uncertainties to enhance the robustness of the chosen solution.

In evaluating options, prioritize clarity and simplicity. For example, if faced with a cost-cutting challenge, compare potential savings against impacts on team morale and productivity. Weigh each option against your core goals, ensuring decisions align with long-term objectives.

In today's fast paced world, do not get paralysed by too much data and abundant options. Be decisive and constantly innovate. It's more important to list the top 3 most viable options, implement in the most effective manner and review in an appropriate timeframe, eg 3mths for a new product for penetration. Then critically analyse the approach and tweak/ experiment for better results. There is more learning while doing vs just planning & analysing. Works for most industries but need a commited leadership team and willing to take risks and embrace uncertainties.

For strategies with a Futurist mindset it is most important to bring all the people in. In my experience ALL top down strategies have failed. The most important quality gate for any strategy therefore should be the involvement of as many people as possible. As an example, I loved to work with artists? for communicating the task at hand, opening people up for opinions and emotions.

When communicating a decision it is critical for leaders to articulate ‘the why’ behind the decision. Everyone does not have to agree with the ultimate decision but I have found that most will support it if they have an understanding of why that decision was made.

Clearly defining roles in implementation process with call to action remains the key in execution of the solution. Periodic checks on effectiveness of Solution is important.

To successfully implement your chosen solution, effective communication is key. Clearly articulate the solution's details, benefits, and rationale to stakeholders, fostering understanding and buy-in. Assign roles and responsibilities, establish timelines, and set milestones for tracking progress. Regularly collect feedback and data, using the PDCA cycle (Plan, Do, Check, Act) to refine and optimize the implementation. Strategic thinking, a vital executive skill, involves ongoing curiosity, creativity, and critical thinking. Embrace a continuous improvement mindset, recognizing that strategic thinking is a dynamic process. ??

Effectively communicate and implement your chosen strategy by assigning clear roles and setting realistic timelines. For example, use staff meetings to outline each team member's responsibilities and deadlines, ensuring everyone is aligned and accountable. Monitor progress with regular check-ins and adjust as needed. Simple, direct communication is key to successful execution and team engagement.

For those leading the way in strategic thinking, a key challenge can be turning the complex into simple concept, initative and actions that are easily understood and remembered by others. Bringing stakeholders on the journey is critical to inspiring action. This is often achieved through breaking down the strategy into palatable parts that can be shared, explored and aligned behind. A good strategy is one that you learn from, optimise and pivot if necessary. It is forever evolving. This is easier to achieve if the stakeholder group is proactive in forging ahead to a common goal, mission and objective, support by an easy to understand strategic pathway.

Well, I’m sure there is a plethora of suggestions circling around the infamous SWOT analysis or other critical analysis tools, but rarely does the conversation go in the direction of what will success look like in solving this problem. Consultants will call them key performance indicators and that is fine, but we should be able to measure our results in quantitative terms. Typically we articulate ambiguous objectives as opposed to direct tangible outcomes.

Here is what I recommend: Consider the '3R' strategy: Review, Reflect, React. Review past decisions, reflect on their outcomes, and react by adapting your approach. For example, a failed product launch can reveal key market insights, guiding better future decisions. This is simple, yet effective.

People are truly the common denominator of all progress. No improvement is possible with unimproved people. Yet, advance is almost always certain when people are liberated and educated, hence, improved. A leader needs to be the light, not the heat to those being led. While a ‘boss’ may be a motivator and useful manager of “things”, a leader is an awakener of people and liberator of their ideas. I find that the current environment in most organizations seeking capital these days (especially startups) is that they invest too much time and money in “things” and not enough in people. While capital is important, it is not as important as ideas. If you have ideas and people, you have the main asset needed to improve a business.

I am a fan of leveraging “workshops” for this. To do them successfully: 1. Bring the right people together 2. Time-box the event to match the impact of the topic (0.5 days min, 3 days max). 3. Create an agenda; get feedback prior from the people in Step 1. 4. Designate (invite) a facilitator to keep things moving and encourage respectful debate. 5. Ask team members to prepare and present their views/data where relevant to Step 3. (Ownership is key here). 6. Prepare a “summary report out” and invite stakeholders (senior leadership, board members, strategic customers, other) to attend and listen to the team’s findings, plan, asks; discuss feedback live. 7. Think big, get things done, have fun.

In order to solve strategic problems sustainably, it is necessary to first define the problem clearly, without which no tailor-made solutions would be possible. On this basis, a focused data collection, then a cause analysis can take place, and a prioritized solution can be started, which leads to an evaluation of the strategic options. The evaluation is based on the solution to the defined problem. Once this is available and a selection has been made, implementation can begin. The same care must be applied here too, because implementing the solution is the most critical path - otherwise the solution will not become a reality.