Creative strategic thinking and sustainable leadership: lessons from Picasso

2014 ◽  
Vol 5 (2) ◽  
pp. 219-225 ◽  
Author(s):  
Yvon Dufour ◽  
Peter Steane
Keyword(s):  
Design Methodology ◽  
Strategic Thinking ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Sustainable Leadership ◽  
Search For Meaning ◽  
Strategic Choices ◽  
Joint Effort ◽  
Content Type ◽  
Leadership Lessons

Purpose – The purpose of this paper is to look at Cubism as a source of insights into creative strategic thinking. Cubism originated in the joint effort by Picasso and Braque. It was a new revolutionary paradigm that overthrew classic principles of representation; dispensing with the idea of a single fixed viewpoint that had dominated art for more than six centuries. The classic idea that there is a single best rational analytical process by which strategy comes to be has been dominating management education and practice for more than six decades. Design/methodology/approach – We use Picasso’s drawings and paintings as a metaphor for how leaders can look at strategic problems differently, consider more creative choices, and in acting, create more sustainable companies. Findings – This article argues that problems occur in organisations not because of poor strategic planning and programming but because of a lack of creative strategic thinking. Implication – Picasso’s art is often multi-layered, offering perspective upon perspective, from slightly different angles. It forces the viewer to stop, think and reconsider alternative perspectives in the search for meaning. Sustainable leaders must do this every day. We call this “strategy as cubism”. Originality/value – Strategic cubism is about thinking creatively in strategic decision-making through the use of alternative information, which adds value to the overall strategic thinking. Leaders use cubism to shape communication between managers to create options and alternatives, rather than close down creativity, to better facilitate strategic choices that are more sustainable.

Defining and developing a scale to measure strategic thinking

foresight ◽  
2018 ◽  
Vol 20 (3) ◽  
pp. 271-288 ◽  
Author(s):  
Sanjay Dhir ◽  
Swati Dhir ◽  
Payel Samanta
Keyword(s):  
Psychometric Properties ◽  
Design Methodology ◽  
Past Research ◽  
Strategic Thinking ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Content Type ◽  
Self Bias ◽  
Definition Of ◽  
Practical Implications

PurposeThis study aims to derive a sound definition of strategic thinking by horizontal analysis of past research and discussions with professionals.Design/methodology/approachThe research design includes three broad stages: item generation, scale development and assessment of scale’s psychometric properties.FindingsThe eclectic composition cuts across vocations, religions, sex and age strengthen the flexibility of application of the scale. The resulting scale shows strong psychometric properties and is expected to be useful for academics, practitioners and organizations alike.Research limitations/implicationsThe information on strategic thinking was self-reported through strategic thinking questionnaire (STQ) and is consequently at risk to be influenced by self-bias.Practical implicationsUsing the scale of strategic thinking will empower strategic thinkers to draw a more extensive scope of strategies at all levels. This will additionally bring about higher-quality procedures, increased performance and greater competitive advantage.Social implicationsThe study represents to be an imperative predecessor to strategic decision-making and may give a key to better comprehend authoritative change marvels and at last survival.Originality/valueAs the sample for our STQ has been collected from all across the country cross-sectioning different culture, gender and position of responsibility, the scale has significant robustness and implicative potential.

Rethinking strategic marketing: achieving breakthrough results

2005 ◽  
Vol 26 (3) ◽  
pp. 20-34 ◽  
Author(s):  
Dale Fodness
Keyword(s):  
Design Methodology ◽  
Raw Materials ◽  
Strategic Thinking ◽  
Strategic Decision ◽  
Strategic Marketing ◽  
Strategic Decision Making ◽  
Real Power ◽  
Content Type ◽  
And Performance ◽  
Practical Implications

PurposeTo provide a practical overview of strategic thinking concepts and practices for marketing and other managers that can help them improve their strategy making.Design/methodology/approachThe raw materials of strategic thinking are illustrated by case studies and examples from a range of industries to aid managers in their successful application. The principles and techniques are presented in four categories: thinking strategies, strategic decision making, strategic competencies and visualizing strategy.FindingsOffers marketers an approach for moving beyond the automatic application of traditional strategic frameworks to identify and to achieve breakthrough strategies. Recognizes the real power of strategic thinking as a source of competitive advantage.Practical implicationsThe principles and practices proposed represent a practical system for enhancing strategic promise and performance, as well as for reducing the risks of strategic failure.Originality/valueThe marketing discipline is long overdue in applying the same attention and rigor to strategic thinking that it applies to strategic planning and this paper offers managers practical help in identifying and developing strategic thinking competencies.

How corporate governance structures affect strategic change decisions

2018 ◽  
Vol 34 (4) ◽  
pp. 4-6
Keyword(s):  
Corporate Governance ◽  
Design Methodology ◽  
Reading Time ◽  
Strategic Change ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Governance Structures ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Major acquisitions involve strategic decision-making of the highest order. Companies most inclined toward such acquisitions tend to exhibit particular corporate governance structures. The CEO is invariably highly influential and this influence is strengthened by board and committee compositions which impact on levels of internal monitoring. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Creating innovation that drives authenticity

2019 ◽  
Vol 30 (3) ◽  
pp. 369-391 ◽  
Author(s):  
Timothy Lee Keiningham ◽  
Zeya He ◽  
Bas Hillebrand ◽  
Jichul Jang ◽  
Courtney Suess ◽  
...  
Keyword(s):  
Conceptual Framework ◽  
Design Methodology ◽  
Positive Relationship ◽  
Brand Extensions ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Content Type ◽  
Parent Brand ◽  
Successful Innovation ◽  
The Relationship

Purpose The purpose of this paper is to explore the relationship between innovation and authenticity by developing a conceptual framework that illuminates the key constructs. Design/methodology/approach The paper adopts a common perspective – the customer – for both innovation and authenticity. A conceptual framework identifying the roles of centrality and distinctiveness in the innovation–authenticity relationship is developed and justified based upon prior research regarding brand extensions and authenticity. Findings The innovation–authenticity relationship can be visualized and managed using two constructs: centrality and distinctiveness. Centrality is proposed to have a positive relationship, whereas distinctiveness is proposed to have a non-linear (inverted-U) relationship. Originality/value The paper contributes a new conceptualization of the innovation–authenticity–loyalty relationship. It applies C–D Mapping in a completely new way to provide managerially relevant visualization of customers’ perceptions of a new innovation vis-à-vis the parent brand to guide strategic decision making. The paper also suggests areas for further research to improve our understanding of successful innovation–authenticity alignment.

Strategic look at making M & A less risky

2016 ◽  
Vol 32 (2) ◽  
pp. 23-25
Keyword(s):  
Mergers And Acquisitions ◽  
Design Methodology ◽  
Reading Time ◽  
Decision Processes ◽  
Theory And Practice ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Mergers and acquisitions strategies are not risk-free. Potential problems include integration difficulties, inadequate evaluation of target, inability to achieve synergy and complexity. The theory and practice of strategic decision-making need to take into account both economically rational and intuitive decision processes. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Auditing patent portfolio for strategic exploitation

2018 ◽  
Vol 19 (2) ◽  
pp. 272-293 ◽  
Author(s):  
Michele Grimaldi ◽  
Livio Cricelli ◽  
Francesco Rogo
Keyword(s):  
Business Strategy ◽  
Design Methodology ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Decision Making Process ◽  
Content Type ◽  
Four Dimensions ◽  
Decision Support Framework ◽  
Two Phases ◽  
Patent Portfolio

Purpose Several causes may induce firm managers to analyze the actual technology condition of patent portfolios, among which is the need of exploiting patents strategically. In this paper, the question of how to support intellectual property (IP) managers of large high technology companies in their strategic decision-making process of evaluating patents is examined. The purpose of this paper is to provide a decision support framework that suggests the suitable exploitation strategy for patents. Design/methodology/approach The paper proposes an audit framework able to point out whether patents are aligned to the overall business strategy, to select those that are not aligned, and to identify the most appropriate exploitation strategy for each patent of the portfolio. The framework is structured into two phases: in the first one, patents are selected through the analysis of four dimensions that characterize the value of patents effectively; in the second one, a questionnaire is distributed to IP managers in order to support their decision on patents. The paper illustrates case-based applications of the framework. Findings Results of applications show that the framework is able to suggest IP managers the suitable exploitation strategy on four possible alternatives (maintaining, licensing, selling, abandoning) for each patent of their portfolios. Originality/value The framework is an innovative and valuable tool to IP managers, and besides its structural formulation, it is appreciable in terms of application expedition and efficiency of performance.

Strategists who look to both past and future

2015 ◽  
Vol 31 (11) ◽  
pp. 24-26
Keyword(s):  
Decision Making ◽  
Design Methodology ◽  
Reading Time ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Scenario Development ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications ◽  
Scenario Approach

Purpose – This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach – This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings – Strategic decision-making involves sound scenario-based reasoning. This article acknowledges that intuitive logic (IL) is the most widely used approach to scenario development before considering briefly other approaches. The researchers’ own method with its “prospective hindsight” is the strategy scenario approach. This aims to take and build on the best from existing approaches, complementing rather than replacing entirely. Practical implications – The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations. Originality/value – The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Raising the effectiveness of strategic marketing

2018 ◽  
Vol 34 (9) ◽  
pp. 26-28
Keyword(s):  
Design Methodology ◽  
Planning Process ◽  
Emerging Market ◽  
Strategic Decision ◽  
Strategic Marketing ◽  
Strategic Decision Making ◽  
Successful Performance ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Marketing can positively impact on strategic decision making. However, successful performance will depend on firms’ ability to identify priorities during the different stages of the planning process appropriate to whether they operate in a developed or emerging market. Originality/value Originality: The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

scholarly journals Pandemic vulnerability knowledge visualisation for strategic decision-making: a COVID-19 index for government response in Australia

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Tan Yigitcanlar ◽  
Nayomi Kankanamge ◽  
Tommi Inkinen ◽  
Luke Butler ◽  
Alexander Preston ◽  
...  
Keyword(s):  
Decision Making ◽  
Design Methodology ◽  
Composite Index ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Virus Spread ◽  
Vulnerability Factors ◽  
Knowledge Maps ◽  
Content Type ◽  
Government Response

PurposeFirst, the key vulnerability factors from the literature are identified. Second, using the vulnerability factors as indicators, a composite index is developed. Last, from the index values, a set of vulnerability knowledge maps, showing the vulnerability hotspots, are prepared.Design/methodology/approachThis study aims to develop a pandemic vulnerability knowledge visualisation index to support the strategic decision-making efforts of authorities.FindingsTen indicators are identified as vulnerability factors that could significantly impact the virus spread risks. Verifying the identified hotspots against the recorded infected cases and deaths has evidenced the usefulness of the index. Determining and visualising the high-vulnerability locations and communities could help in informed strategic decision-making and responses of the authorities to the pandemic.Originality/valueThe study demonstrates that the developed pandemic vulnerability knowledge visualisation index is particularly appropriate in the context of Australia. Nonetheless, by replicating the methodologic steps of the study, customised versions can be developed for other country contexts.

Worldly experience

2018 ◽  
Vol 34 (9) ◽  
pp. 21-23
Keyword(s):  
Decision Making ◽  
Design Methodology ◽  
Reading Time ◽  
Top Management Team ◽  
Management Team ◽  
Strategic Decision ◽  
Strategic Decision Making ◽  
Content Type ◽  
Pertinent Information ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings International experience is an invaluable resource for any top management team when they have to conduct strategic decision making. Originality/value The briefing saves busy executives, strategists and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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