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Strategicthinking is at the heart of the “Surviving to Thriving” (Soliday & Mann, 2014) chapter on Planning and Innovation. John Bryson (2011), foremost expert on strategic planning for nonprofits, writes, “What matters most is strategicthinking, acting, and learning in a deliberative context.
This one is equally helpful for experienced leaders and students first grasping the principles of strategicthinking. The author clarifies the strategic process while guiding the reader through it to create a new strategic mindset. Unusually, he has accolades for both customer service and human resources.
But it also prompted discussion about the need for more strategicthinking to change business models and focus on new product and service development. But then clients expect lower prices as services can be delivered faster and cheaper. There was naturally much discussion about disruption by Artificial Intelligence (AI) in this regard.
Stephanie Olson, Strategic Planning and Performance Manager, opened her presentation by sharing the main takeaway: Making strategicthinking part of Raleigh’s organizational culture improved the budget-strategy process. Stephanie emphasized their culture of strategicthinking helped them navigate this in a short amount of time.
And mentions that the CIPD bought out three research reports between 2012 and 2014 describing the impact that neuroscience will have on learning. The author has included some research on the value of skills (e.g. people skills are worth £88 billion to UK industry alone).
Particularly to equip M&BD teams with the skills needed to add strategic value : Strong technical capabilities Ability to develop strong relationships with key stakeholders Detailed knowledge of the business Advanced communication skills Inquisitive and commercial mindset Ability to influence Emotional intelligence Strategic and lateral thinker (..)
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