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Jaap de Jonge
Editor, Netherlands
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Should Executives Become More Strategic?
Some time ago we had 2 interesting discussions at 12manage " Strategic Planning must be Dynamic" and " Developing an Agile Top Management Team". McKinsey consultants Birshan and Kar argued that top executives should become more strategic.
The beginning of the article rightly states that that even in today's fast-changing competitive environment, companies still have to timely:
- Capture emerging opportunities
- React to unexpected threats
- Make correct and timely decisions
In other words, corporations need strategic agility. To achieve this, the authors suggest to increase the TIME spent on strategy, involving MORE (top) executives in the strategy process, and also to encourage them to CONSTANTLY DEVELOP their strategic capabilities.
The article gives 3 tips for top executives to 'become more strategic':
- Develop a guiding industry context by studying, understanding and internalizing the economical, psychological and legal developments in your sector by using:
A. Specialized sector-readings,
B. (Custom) executive education and
C. Off-site strategy sessions, etc.
- Become an expert in identifying potential disruptors (technological or other) for example using:
A. Site visits to technology hubs,
B. Periodic technical briefings,
C. Reverse-mentoring relationships with younger colleagues,
D. Talking to clients,
E. Watching new competitors, etc.
- Possess strong communication tools and skills, for example using:
A. Special sessions to share strategic insights and
B. Data that's easy to navigate and use.
⇨ Do you agree that top executives should become more strategic?
Source: Becoming more strategic: Three tips for any executive, Michael Birshan and Jayanti Kar, McKinsey Quarterly, July 2012.
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Bahri
Consultant, Germany
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How a Decision Maker can Become More Strategic...
Feeling the change... is one of the most important (...)
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Bernard Liebowitz PhD CMC
Management Consultant, United States
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3 Suggestions to Help Executives to Become More Strategic
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jorge anibal hoyos hoyos
Manager, Colombia
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Everybody Must Become More Strategic
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Alan Kennedy
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What Does 'Strategic' Mean? That's the Issue
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Dr Gary Jones
Business Consultant, Australia
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Using Scenario Planning for Tactics or Strategy
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Andrew Blaine
Business Consultant, South Africa
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John Dube - FCILT,MBA, PGCert-LoSCM (UZ)
Management Consultant, Zimbabwe
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leonard haggai oduori
Project Manager, Kenya
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A Lot of Strategic Work is Dominated by Old Timers
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S Ganapathy
Management Consultant, India
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Involving More People in Strategy
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Jan Emerton
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Mohammed Al-Kharusi
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Kelepile Dintwe
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Alessandro Gomes
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T. Bredewold
Netherlands
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Madan Gopal Agarwal
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Leodegardo M. Pruna
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Should Executives Be More Strategic?
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Andrew Blaine
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Laying out the Plan and Implementing the Plan
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Jolanta Sz
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Erasmus Agongo
Management Consultant, Ghana
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GEOFFREY NYAMBANE
Manager, Kenya
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Executives Becoming More Strategic has 2 Aspects
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Ali M. Al Alawi
Student (Other), Sultanate of Oman
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Istvan Szeman
Consultant, Hungary
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Strategy for More than 3 Years?
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Danai Muteyo
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Hans Christiaan Meinen
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Mackinnon
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Francesco Smeragliuolo
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LEAH LYNDA I. STA ANA
Student (MBA), Philippines
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Andrew Blaine
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DAVIS JN LOUIS
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Leodegardo M. Pruna
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Peter A.M. Broosus
Management Consultant, Germany
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Istvan Szeman
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Should Executives Be More Strategic?
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Jolanta Sz
Professor, Poland
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Again About the Strategy
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Istvan Szeman
Consultant, Hungary
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Strategic Planning may be for Strategic Moments but not only for Top Executives
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Leodegardo M. Pruna
Professor, Philippines
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Becoming More Strategic
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Bernard Liebowitz PhD CMC
Management Consultant, United States
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Alan Kennedy
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Purna Chandra
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Gregory Johnson
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Istvan Szeman
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Tip#3: Communications Tools and Skills
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Andrew Blaine
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Alan Kennedy
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Gregory Johnson
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Dr. Alan Williams
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