 Posted: Tue 9:15, 17 May 2011 Post subject: Developing Strategic Thinkers at Dr Farid Muna |
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v class="hft-lines"> Strategic thinking is regarded as an important kernel competency for presidency positions. In truth, many unions already use this competency, within others, to appraise and reckon the representation of their executives and leaders. Thus, a competency gap in strategic thinking is considered solemn,Nike Dunk Low SB, and organizations ambition offer to eliminate this gap. This summarize article explores the most telling means to develop strategic thinkers. Let us start at listing some of the skills, knowledge, and viewpoints that are attributed to this competency. Strategic thinkers: * Are systems-oriented, namely is they consider holistically and use the aircraft outlook. * Embrace creativity, innovation, intuition,Nike Air Force 2 Low, and understand the insight process (Eureka and aha!) * Think futuristically and hug visionary thinking * Act favor organizational radars (or antennae) scanning the internal and outer environments * Have a worldly mindset * Act as explorers, with heighted curiosity and alertness * Have the competence to keep an open mind to fashionable motifs, and accustom to changing environments * Have the lust and guts to outwit, blow, and out-run competition * Are knowledgeable of their industry and experts in their areas of specialization * Know their finance and risk management * Have a bit of entrepreneurial spirit * Are nice communicators (agreeable by asking probing answers and hearing) * Know how to inspire and lead teams. Clearly, the type, heaviness, and relevance of these competency components alter greatly cross industries and organizations. For example, General Electric (GE) has elected five competencies (which GE cries growth traits) to nail areas for evolution among their altitude folk. The five GE growth traits are: * Imagination (viewed as an support of innovation; has prowess to take risks on both people and ideas). * External converge (understands purchaser needs, marketplace dynamics, manufacture trends and the competitive outlook). * Clear thinking (specifies tactics into movements; makes decisions and communicates priorities). * Inclusiveness (connects with groups; inspires people to want to act at a higher level; promotes an surroundings that recognizes and celebrates individual and cultural inconsistencies). * Domain expertise (gains viewpoint via varied experiences and build-up of capabilities; strives to addition perception with up-to-date message). This is how Jeff Immelt, CEO of GE, described the process in an interview with Harvard Business Review (2006): “We came up with a tool that we’ll use as chapter of Session C, our annual HR reiterate. It’s a phalanx that lists the 5 growth features and their components. You are rated as green, yellow, or ruddy on each an. Everybody has to have 1 red because the point is not to pick out winners or losers |
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