DOI: 10.5176/2251-1970_BizStrategy12
Authors: Dr. David West, Dr. Margaret Young, Dr. Jane Quillien
Abstract: Most discussions around the topic of strategic thinking make the unexamined assumption that the requisite cognitive skills and background are readily available to the strategists. In this paper we call this assumption into question and briefly survey some of the thinking skills and knowledge background that go largely unnoticed and ‘untaught’ which we feel underpin successful strategic thinking. We also look at (again from a broad brush point of view) how those skills and backgrounds are acquired by individuals and groups. Our examples are derived from three dominant issues in business strategy today: adaptation, innovation, and sustainability. As a final example, we take own School of Business to illustrate how strategic thinking unfolds.
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