Every Good strategist worth his or her salt needs to to read that one book; this is it, it covers a matrix of elements that need to be incorporated into strategy in order to make it truely radical and revolutionary, then this is a must read!
Whats it all about?
Revolutionising Strategic Management.
By: Defining Radical and Revolutionary Strategic Management Competencies and Matrix Principles for Predators, and Applying the Sociological Approach.
Books Introduction
Traditional strategic planning and methodology to some extent has given way to strategic thinking; the ability to identify the relevant strategic competencies required for a specific strategic project.
Termed “The Strategic Management Matrix Faculty”. Based on the assumption that three identified critical functions of strategy need to be present all the time; namely the alignment of operations, the continual improvement and innovation of systems design, and the allocation of effective recourses. Studies have shown that strategy formulation and execution requires very specific strategic competencies, in order for any strategic plan to work. It is no longer just about the strategic getaway and the big plan.
Six required competencies for strategic genius have been identified.
Perception management and alignment; is a companion to business philosophy, and planning good strategy.
If we depart from the assumption that everything we deal with is based on someone’s perception, then perception is of either things or “facts”. Furthermore, a strategy points into a direction, that direction is based on some form of bias and alignment, of strongly held perceptions.
Then alignment is of either belief, or orientation. These aspects have become focal in strategic circles, where strategies are now concentrating on both things that people believe in or perceive to be real and “fact”, that they get from being orientated towards a belief or science, and aligning this with objectives.
Perception management, a term that originated in the U. S. military. The definition relates to actions consistent to convey and/or deny selected information and indicators to foreign audiences. Specifically aimed at influencing, emotions, motives, independent reasoning, as well as intelligence, systems, and leaders at all levels. Furthermore, the aim is to influence people’s beliefs, and opinions, that ultimately result in a desired altered behaviour. Consequently, altered behaviour brings about actions favourable to the originator’s own objectives. In utilising various ways, perception can be manipulated – managed – to combine bits of “truths” about things and “facts”, so that eventually it becomes a new reality and fact.
The open systems perspective refers to us being able to understand the implications of planning, and strategic actions. As well as its far reaching effects and importance. Strategic thinkers have to have the abilities of mental modelling, the ability to see creation in the mind, and relations in steps, and be able to design systems that will deliver on the completed end state, we need architects that can design complete systems from cradle to grave – with systematic planning. In order to be able to design systems with value creation, and quality in mind, they need to be open, to connect to attributes and essentials, as well as new resources at any given time.
The third competency is creating focused intent; which means looking at ways of getting more leverage, and initiative. By focusing our efforts faster and narrower; the ability to focus our attention as a collective, to resist diversion of efforts, through structured engagement and focused intent, and to concentrate all our efforts as a whole for as long as it takes to achieve our main objectives.
Thinking in time spirals means being able to bring past, present and future assumptions, and all relevant aspects into the strategic equation, to create better decision-making models and speedup implementation. “Strategy” is not just driven by future focused intent, action, and vision alone. It is also the opportunity that it creates, to close some gaps between today’s problems and tomorrow’s reality, and our intent for the future that is critical. It also serves as a learning experience that creates an awareness of old problems addressed in new ways. By being aware of time, and how to utilise it best as a valuable resource.
Critical thinking, the fifth strategic competency is being skills development driven, by ensuring that both academical and practical skills are taught and transferred, by developing intellectual capital, with both imaginative and critical thinking.
The final strategic thinking competency is emotional intelligence; By specifically identifying personal attributes that enable people to succeed in life, and developing them, and this also including self-awareness, empathy, self-confidence, life skills and self-control which means being entrepreneurial, and focused on network creation, we create human capital and emotional intelligence.
Get all your “Strategic Competency” issues addressed
In this book, we will be getting to grips with strategy where it counts and becomes relevant and critical, by addressing very specific strategic competencies.
Perceptions, emotions, and actions are a balanced trinity, essential for awareness and strong strategy. By creating a deeper understanding of why and how things become significant and addressing these and other competencies, chapter by chapter required from strategist today.
Strategic thinking is just not enough; we require critical thinking, perception management, skills, reframing, tactics, structure, systems, action and planning, all attributes of success, and when combined they deliver…results.
Do you have unanswered questions?
Are you still trying to solve old problems the same way you created them?
Has strategic roles and functions become mixed, and blurred, who is responsible for what?
Are you surviving or thriving in your organisation, find out why?
Battling with too many change initiatives, and diversification?
Still attempting to secure your own organisational survival or just achieving some balance?
Do top down strategies still determine how business gets done today?
What’s more important – growing expertise and strategic thinkers, or having a perfect strategy and chasing production figures?
Frustrated with the strategic buzz words used, then break the mould!
What you will find in this book;
The art of strategic conceptualisation –the “Art of War” – CAPS and GAP the roots of all strategy.
Well explained to the very core, all the concepts of strategy; chapter by chapter, we cover…
a) Visualisation and perception – how to see it, understand it, believe it, then plan it, and sell it.
b) Utilising conceptualisation to understand “why” rather than “how” better, by using – CAPS, (Concepts, Attributes, Perceptions, Systems) – that gives you a formula for dissecting and working with the variables of design and change.
c) Learning to plan – with acronyms – then everyone speaks the same battle language.
d) Implementation, going over to action – Military styled ways to get people to implement precision styled plans.
e) Management and strategic control – understanding what it requires and all it entails.
f) Realignment of the strategic plan- with the OODA cycle.
Dealing with the gravity and complexity of strategy;
a) By reinventing thought processes – thinking strategic, with critical thinking for the professional.
b) Designing systems that work in collaboration, resilient, like an army on the move.
c) Aligning values and production output without becoming cliché.
d) Are we still confusing operational effectiveness, and tactics, with good strategy?
e) Defining the roles of management – and proper systems design.
f) Understand strategy from cradle to grave.
g) Become a corporate politician -start networks to deal with office politics.
h) Be radical in your thinking and more systematically inclined in your approach – and get your strategies working.
i) Make an impression with your insight – and gain recognition.
j) Maintain creative control of your work, and widen your control span.
k) Learn new problem solving techniques.
l) Dealing with change, without stressing it.
m) Errors in corporate strategy are often self-inflicted – are you the cause?
n) Strategy and Competitiveness are linked to personal and managerial traits.
o) The art of critical thinking…explained.
p) Grave strategic errors come from within – by relying on a flawed definition of what is strategy.
q) If you cannot get it right at the coalface then you will never turn it around.
r) A good strategist is a leader that is aware, and good at understanding influences – and even better at communication and networking – the A,B,C of progress and resolve.
Now – Read the book or Ebook; Read more in my new book Strategic Management, The Radical Revolutionary Strategic Management Matrix for Predators by Reinier Geel, now available at
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