Strategic Thinking: A Four Piece Puzzle
A business manager recently asked Bill Birnbaum, "Which parts of your new book, ‘Strategic Thinking’ are most valuable to the reader.""That’s a tough question," Bill responded, "for the answer very much depends on the needs of each particular organization."  "However," he continued, "there are certain parts of the book which are almost universally applicable."Bill went on to explain that…Chapters 1 through 4 deal with the important subject of focus.  For while the most successful organizations are tightly focused (on product or service offering, on markets and customers served, or on systems and operations), far too many organizations are unfocused.  They unwittingly spend resources chasing far too many opportunities -- and chasing them all at the same time.  These first four chapters of the book offer tools and techniques for focusing, thus deriving benefit from concentration of resources.Chapter 6, "The Opportunity Grid," presents the model which is consistently most popular with clients.  In Bill’s 24 years experience as a strategy consultant, he's found that clients embrace this model more than any other.  And for good reason.  The Opportunity Gird helps mangers  think through -- and visualize -- their specific strategic options.  For example, they can easily visualize whether they’d be better off focusing on product / service development, or on market / customer development.Chapter 12 is another which is almost universally applicable.  For it deals with "Building Knowledge in Your Organization."  Here in the 21st Century, knowledge is clearly a major determinant of success in any business.  The challenge, of course, is to build organizational knowledge.  In chapter 12, Bill shows how knowledge builds through three levels -- data, information and understanding.  He explains that increasing from one level to the next makes the communication (sharing) of knowledge possible.  And he shows that only upon arrival at the final level (understanding), can knowledge be used to develop strategy.  Finally, Bill offers 12 proven steps for building knowledge in your organization.       For those who’ve struggled developing their mission statement, Appendix A will be  helpful.  There, Bill shows a simple technique for developing your mission statement even with many people participating.   Also, he clearly differentiates among mission, vision, values and philosophies.  Managers who’ve previously been confused by the definitions of these terms will find comfort in Appendix A.In Appendix B, Bill suggests "Reinventing the Strategic Planning Process."  There, he explains why the traditional strategic planning process is in need of replacement.  And he offers a new planning process -- "Strategy 21™" -- a process more appropriate to the realities of our 21st Century.