Pensamiento estrategico

Pensamiento estratégico
JUVENCIO ROLDAN

¿Qué es estrategia?

"Strategy has been defined as "the match an organization makes between its internal resources and skills... and the opportunities and risks created by its external environment”

¿Personas con Pensamiento Estratégico? o ¿Organizaciones con Planeación Estratégica? o ¿Organizaciones con Pensamiento Estratégico?

¿Qué espensamiento estratégico?
A mind-set, set of processes, and range of competencies whereby individuals understand the strategic direction in which their organization is headed, know the relevant and situational strengths, weaknesses, and constraints especially as they pertain to their particular function within the organization, and are constantly scanning the environment to identify opportunities andthreats that should be pro-actively addressed. When important issues are identified, action is initiated often in conjunction with others from across the organization. Typically, strategic thinking is defined by game theorists as the art of outdoing an adversary, knowing that the adversary is trying to do the same to you.

Diferencias según J.M. Liedtka
Strategic Thinking
Vision of the futureStrategic formulation and implementation
Only the shape of the future can be predicted. Formulation and implementation are interactive rather than sequential and discrete.

Strategic Planning
A future that is predictable and specifiable in detail. The roles of formulation and implementation can be neatly divided.

Senior executives obtain the needed Lower-level managers have a voice instrategy-making, information from lower-level managers, and Managerial Role in strategy as well as greater latitude to respond opportunistically then use it to create a plan which is, in making to developing conditions. turn, disseminated to managers for implementation. Relies on self-reference – a sense of strategic intent and purpose embedded in the minds of managers throughout the organization thatguides their choices on a daily basis in a process that is often difficult to measure and monitor from above. All managers understand the larger system, the connection between their roles and the functioning of that system, as well as the interdependence between the various roles that comprise the system. Sees strategy and change as inescapably linked and assumes that finding new strategic optionsand implementing them successfully is harder and more important than evaluating them. Sees the planning process itself as a critical valueadding element. Asserts control through measurement systems, assuming that organizations can measure and monitor important variables both accurately and quickly.

Control

Managerial Role in implementation

Lower-level managers need only know his or herown role well and can be expected to defend only his or her own turf.

Strategy making

The challenge of setting strategic direction is primarily analytic. Focus is on the creation of the plan as the ultimate objective.

Process and Outcome

Planeación estratégica o pensamiento estratégico
Según Mintzberg: Planeación Estratégica: Procedimientos para alcanzar sistemáticamente la misión yvisión de la organización. Es un proceso muy racional, metódico, soportado en rigurosos objetivos organizacionales. Pensamiento estratégico: Es menos racional, más intuitivo y basado en la creatividad y visión de los participantes.

Trabajo estratégico u operativo
Operaciones: El día a día. Flujos de efectivo No garantiza la perdurabilidad Estrategia: Perspectiva a más de 6 meses Busca laperdurabilidad rentable del negocio Finalmente aterriza en operación cotidiana

Trabajo transaccional o estratégico en un área de compras

Características de un pensador estratégico
Characteristic #1: possess the ability to move out of their comfort zone and use new and broader boundaries for thinking, planning, performing, analyzing and evaluating and continuous improvement. Characteristic #2:...