🪂Mind: On Strategic Thinking (Quotes)

"The function of knowledge in the decision-making process is to determine which consequences follow upon which of the alternative strategies." (Herbert A Simon, "Public Administration", 1950) 

"Most of our beliefs about complex organizations follow from one or the other of two distinct strategies. The closed-system strategy seeks certainty by incorporating only those variables positively associated with goal achievement and subjecting them to a monolithic control network. The open-system strategy shifts attention from goal achievement to survival and incorporates uncertainty by recognizing organizational interdependence with environment. A newer tradition enables us to conceive of the organization as an open system, indeterminate and faced with uncertainty, but subject to criteria of rationality and hence needing certainty." (James D Thompson, "Organizations in Action", 1967)

"Analysis is the critical starting point of strategic thinking. Faced with problems, trends, events, or situations that appear to constitute a harmonious whole or come packaged as a whole by common sense of the day, the strategic thinker dissects them into their constituent parts. Then, having discovered the significance of these constituents, he reassembles them in a way calculated to maximize his advantage." (Kenichi Ohmae, "The Mind Of The Strategist", 1982) 

"In strategic thinking, one first seeks a clear understanding of the particular character of each element of a situation and then makes the fullest possible use of human brainpower to restructure the elements in the most advantageous way. Phenomena and events in the real word do not always fit a linear model. Hence the most reliable means of dissecting a situation into its constituent parts and reassembling then in the desired pattern is not a step-by-step methodology such as systems analysis. Rather, it is that ultimate nonlinear thinking tool, the human brain. True strategic thinking thus contrasts sharply with the conventional mechanical systems approach based on linear thinking. But it also contrasts with the approach that stakes everything on intuition, reaching conclusions without any real breakdown or analysis." (Kenichi Ohmae, "The Mind Of The Strategist", 1982) 

"No matter how difficult or unprecedented the problem, a breakthrough to the best possible solution can come only from a combination of rational analysis, based on the real nature of things, and imaginative reintegration of all the different items into a new pattern, using nonlinear brainpower. This is always the most effective approach to devising strategies for dealing successfully with challenges and opportunities, in the market arena as on the battlefield." (Kenichi Ohmae, "The Mind Of The Strategist", 1982)

"View thinking as a strategy. Thinking is the best way to resolve difficulties. Maintain faith in your ability to think your way out of problems. Recognize the difference between worrying and thinking. The former is repeated, needless problem analysis while the latter is solution generation." (Timothy W Firnstahl, Harvard Business Review, 1986)

"Strategy means abstract thinking and planning, as opposed to tactics, which are the individual operations used to implement strategy. Tactics are specific; strategy is general. Tactics tend to be immediate, strategy long-term." (Bruce Pandolfini, "Weapons of Chess: An omnibus of chess strategy", 1989)

"The key to strategy is the ability to think forward and reason backward. We imagine where the future will take us and then build a pathway back to today. The problem lies in not knowing which of many possible futures will unfold. A Decision Tree allows you to visualize these futures and evaluate their potential impact from the future, rather than from today." (Terry Richey, "The Marketer's Visual Tool Kit", 1994)

"[…] the most successful strategies are visions, not plans. Strategic planning isn’t strategic thinking. One is analysis, and the other is synthesis." (Henry Mintzberg, "The Fall and Rise of Strategic Planning", Harvard Business Review, 1994) [source] 

"The thinking that underpins strategic planning is a legacy of more stable times when the environment was changing sufficiently slowly for an effective corporate response to emerge from methodical organisational routines." (Max Boisot, "Information Space", 1995)

"Strategic thinking starts with your basic skills and considers how best to use them. Knowing the law, you must decide the strategy for defending your client. Knowing how well your football team can pass or run and how well the other team can defend against each choice, your decision as the coach is whether to pass or to run. Sometimes, as in the case of nuclear brinkmanship, strategic thinking also means knowing when not to play." (Avinash K Dixit & Barry J Nalebuff, "The Art of Strategy: A Game Theorist's Guide to Success in Business and Life", 2008)

"The process of developing superior strategies is part planning, part trail and error, until you hit upon something that works." (Constantinos C Markides, "Competitive strategy research's impact on practice", 2012) 

"Thinking strategically is the fun part of business. Great strategists think big thoughts about the purpose of their enterprises, the long-run visions for their firms, the big bets they plan to make, and the products, platforms, and ecosystems they hope to build. But it is not enough to think big thoughts. To become a great strategist, you must turn your vision and high-level ideas into tactics, actions, and organizations that reach the customer and fend off the competition." (David B Yoffie & Michael A Cusumano, "Strategy Rules", 2015)

"Strategic planning is not strategic thinking. Indeed, strategic planning often spoils strategic thinking, causing managers to confuse real vision with the manipulation of numbers." (Henry Mintzberg) 

"Strategy is a style of thinking, a conscious and deliberate process, an intensive implementation system, the science of insuring future success." (Pete Johnson)

"Strategy requires thought, tactics require observation." (Max Euwe)