I read with interest Ingrid Bonns article (2001), particularly the differentiation between strategical persuasion and strategic planning, which I thought was excellently explained. In Bonns view, strategic thinking requires 1) a holistic brain of the organization and its environment, 2) creativity and 3) a sight for the future. By definition, a strategy is a vision for the future and it would be expected that the key strategic mind in an organization would have a good understanding of the companys position in the market place therefore, the emphasis is very much on creativity. Earlier in her article Bonn quoted a statistic (carried out originally by the IoD in London) that 90% of directors and vice-presidents had no induction, inclusion or training to fuck off a competent direction giver of their business.
And yet, presumably, at least some of those 90% are successful strategic thinkers and direction givers. Is the skill therefore, innate, or is it borne by years of cognize in an industry or company? I am very much a believer in call down over nature, and believe that these directors have been trained, albeit unofficially, and have learnt what decisions to make and what strategic direction to follow (or not) by their colleagues, superiors and subordinates.
So does strategy evermore have to come from the top down? In a previous career in the UK, I was part of a UK-based advertising firm which ran an Idea Acorn Scheme which invited all members of the 200-strong staff to submit...If you want to get a full essay, order it on our website: Orderessay
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