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This document discusses strategic thinking and managing the business environment in the 21st century. It suggests that research has yielded ways to better perform environmental scanning, execute scenario planning, and select appropriate strategies. This allows organizations to manage complexity, dynamism, and other challenges in the environment. The key is having a strategic thinking model that is flexible, considers both internal and external live information, and keeps strategic planning alive and adaptable over time in response to opportunities and threats.
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Book launch
- 3. Slide met klomp wereld depressie terms wat flash Eindig met “the world has become ignorant – vlge slide © Dr Steyn Heckroodt Intensity Pace
- 4. © Dr Steyn Heckroodt R1bn in wages 208 working days were lost
- 6. Background What, why, benefits Complexity Environmental dynamism Strategic thinking impact © Dr Steyn Heckroodt
- 7. © Dr Steyn Heckroodt
- 8. © Dr Steyn Heckroodt
- 9. What is the ‘correct’ manner to deal with this strategic challenge? © Dr Steyn Heckroodt
- 10. © Dr Steyn Heckroodt
- 11. Interrelatedness & Interdependence © Dr Steyn Heckroodt Public Pressure Groups Labour Politics Custo mers
- 13. Background What, why, benefits Complexity Environmental dynamism Strategic thinking impact © Dr Steyn Heckroodt
- 14. Answering the what and why? Benefit and need to 21st century organisations Contextualise the research © Dr Steyn Heckroodt
- 15. © Dr Steyn Heckroodt
- 16. © Dr Steyn Heckroodt
- 18. environmental scanning execute scenario planning appropriate strategy selection Business performance What are these activities?
- 19. START © Dr Steyn Heckroodt
- 21. 21st century research yielded a means by which we can manage the business environment better. © Dr Steyn Heckroodt APPROACH METHODOLOGY PPROCESS CONCEPTUAL FRAMEWORK
- 23. To determine how environmental scanning is currently been done? © Dr Steyn Heckroodt
- 24. © Dr Steyn Heckroodt
- 25. © Dr Steyn Heckroodt
- 26. © Dr Steyn Heckroodt
- 27. • Glass of water © Dr Steyn Heckroodt
- 28. What we see is a manifestation of what we are taught to see and we cannot unsee or un-think things. © Dr Steyn Heckroodt
- 29. © Dr Steyn Heckroodt
- 30. • Pink sheep – blue cow © Dr Steyn Heckroodt
- 31. © Dr Steyn Heckroodt
- 34. © Dr Steyn Heckroodt
- 35. Dysfunctional and dynamic Fast Unpredictable Volatile Random in its change Extreme Sweeping randomness © Dr Steyn Heckroodt
- 36. Background What, why, benefits Complexity Environmental dynamism Strategic thinking impact © Dr Steyn Heckroodt
- 37. © Dr Steyn Heckroodt
- 38. © Dr Steyn Heckroodt QDAC
- 39. © Dr Steyn Heckroodt Change forces of different levels of evolvement Change forces of different levels of evolvement
- 40. Background What, why, benefits Complexity Environmental dynamism Strategic thinking impact © Dr Steyn Heckroodt
- 41. © Dr Steyn Heckroodt
- 42. Background What, why, benefits Complexity Environmental dynamism Strategic thinking impact © Dr Steyn Heckroodt
- 43. Strategic fit as a juncture Opportunity Threat Organisation Ability © Dr Steyn Heckroodt STRONG RELATIONSHIPS FLEXIBLE
- 44. © Dr Steyn Heckroodt STATEGIC THINKING MODE
- 45. Strategic fit as a juncture Organisation Ability Internal Information Live External Information Live Strategic planning = alive = moves beyond annual event Opportunity Threat PROBABILITY IMPACT
Notas do Editor
- We need something new, something distinctly different to identify the emerging complexus which is created by the dynamic interplay between subsets of the total (and complex) environment within which we have to charter the best strategic course for our respective institutions; we need to enhance both width and depth of the strategic dialogue within our relevant institutions; and, have to both ‘unlearn’ and ‘learn’ new and more appropriate levels of strategic behavior so as to ensure an optimal floating equilibrium of our institutions in a complex total environment.
- ‘may you live in interesting times’
- it poses the question as to what would be the ‘correct’ manner to deal with this strategic challenge.
- We need something new, something distinctly different to identify the emerging complexus which is created by the dynamic interplay between subsets of the total (and complex) environment within which we have to charter the best strategic course for our respective institutions; we need to enhance both width and depth of the strategic dialogue within our relevant institutions; and, have to both ‘unlearn’ and ‘learn’ new and more appropriate levels of strategic behavior so as to ensure an optimal floating equilibrium of our institutions in a complex total environment.
- Allow me to contextualise the research done by answering the what of the research, the why of the research, and importantly – the benefit and need to 21st century organisations.
- So to answer the question of why the research is important, is that if scanning, as the starting point of eventual business performance is based on our conceptual view of the environment that we scan, that view, that conceptualisation – needs to be as complete, real, as wide, as deep and correct as possible, otherwise, if our view of the environment is fundamentally flawed, chances are that the positive correlation of this (graph), will start do to this (graph).
- OK – so let’s start – The first thing we did through the research was to determine how environmental scanning is currently been done?
- Back to the video-clip. Conceptualisations like these represent a dream world – or dream environment – for the business environment as we know it today is random in its change, volatile, unpredictable, fast in its change, extreme – in a word – dysfunctional and dynamic.