A common thought, shared by many practitioners, writers and teachers in the world of business, is that survival and success in the future will belong to those who are capable of seeing the big picture. The ‘big picture' is the composite knowledge of where we are right now, where we need to be, and the ‘best way' to move between the two points or conditions.

When we are challenged, our objective is to deal with the issue quickly and successfully. An immediate reaction however, does not always serve us well, although this is the expected, operational view. If we are to respond intelligently and appropriately to the issues, it's often vitally important to reassess our perspectives – to ‘get the big picture', to take a strategic view.

This requires a thinking methodology for which we likely have not been trained. The term "strategy" does not even enjoy a common definition, let alone a common process. It means ‘the art of devising or employing plans . towards a goal' (Merriam Webster). This tells us little. Is Strategic Thinking simply ‘planful, goal directed thinking'? It's much more than that; it uses a totally different approach.

Tactical or operational thinking, as the name implies, relates to ‘touch' – hands on, being able to physically grasp and manipulate an idea or action. Strategic thinking, conversely, relates to ‘level' – indicating that the thinker and the object of thought are at different levels, conventionally the thinker is above the subject matter looking down. This is a radically different perspective, and from this vantage point it's possible to see the ‘big picture'.

Is this just a matter of rational as opposed to intuitive thought? Would it be more properly described as imagination, innovation, ‘lateral thinking', or ‘thinking outside the box'? No, it's not how you think, which these matters address, it's more on what you think about. Strategic thinking demands that you focus on dimensional relationships rather than linear ones; top-down rather than point-to-point; from larger to subordinate issues versus using ‘cause and effect' to link components.

Strategic Thinking is a tool to be developed and intelligently applied. How competent are you now? Do you know how to ‘switch mental gears' on demand? There's a helpful Diagnostic, and some interesting background on Strategy Development, on the Andros Website which could help you to get started. Why not take a few minutes to visit right now?