We confuse strategic thinking with the execution of an agreed strategy.
They are two entirely different processes, and should not be just lumped together for convenience, which is what most of us do by default.
Thinking the strategy does nothing to execute the strategy.
Effective strategic thinking is an ongoing process, it should always be on the agenda. It is evolutionary, requiring deep consideration, diverse thinking and inputs, creativity, and the ability to see connections and trends missed or ignored by others.
Strategy execution driven by the deep strategic thinking results in priorities, processes and resource allocation decisions, and timing that can all be managed.
The leadership is in the thinking.
It is not unreasonable while doing the strategy thinking to ask yourself ‘How’, but second guessing the thinking part during execution is a recipe for disaster.
There is however a partial exception. Isn’t there always?
Incorporating new strategic information and insight gained during the execution back into the strategic thinking is essential. Feedback loops provide the opportunity to learn, understand, and adjust, and as such are an essential element of success.
Be very careful you understand which is the cart, which is the horse, and what their differing roles are!
