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TTC – Strategic Thinking Skills

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The only catch: Strategic thinking doesn’t come naturally. Because most of us are static thinkers who tend to make decisions only for today, strategic thinking skills have to be learned, cultivated, practiced, and applied.

Mastering the art and craft of strategic thinking can help you

• plan more effectively with an eye for avoiding unpleasant surprises;
• impose a stronger sense of order on chaotic, disorderly projects and scenarios;
• make savvier decisions and outsmart your competitors with greater confidence and ease; and
• increase your productivity and satisfaction at work and at home.

And while the subject owes much to ideas and techniques developed in military situations, its applications go far beyond. With Strategic Thinking Skills, you’ll get a simple and comprehensive guide to the skills, tactics, techniques, tools, case studies, and lessons behind this all-important process. Business consultant, former military intelligence officer, and award-winning Professor Stanley K. Ridgley of Drexel University has crafted these 24 lectures as an accessible way to engage with thinking that will help you think—and act—more strategically in business and in your own life, whether you’re the CEO of a Fortune 500 company or you’re preparing to embark on a new career path.

Explore the Strategic Thinker’s Tool Box

Strategic thinking is a way of looking at the world with engagement and purpose in mind, and with a more solid understanding of the complex systems and environments of which you’re a part. But what makes for successful strategic thinking?

“Successful strategy,”Professor Ridgley notes at the start of these lectures, “is dynamic, adaptive, and opportunistic. It depends upon the swift, bold, and crisp execution of tactics.”

Strategic Thinking Skills is a veritable tool box for those interested in learning (or strengthening) their approach to strategy. These lectures are loosely organized around several key topics central to effective strategic thinking. Here are just three:

• Principles of conflict: Throughout history, soldiers and scholars ranging from Sun Tzu to Napoleon have attempted to develop principles of conflict that tend to overlap in some surprising ways. You’ll follow the development of strategic theory from its roots in great military campaigns to its modern applications in business, meeting some of the great minds who helped shape our understanding of strategic thinking.
• Finding (and using) intelligence: You can’t learn about strategic thinking without learning about competitive intelligence, which plays an increasingly important role in strategic thinking. Not only do effective strategic thinkers want to find out what the other side is doing, they want to mislead the other side about what they’re doing. As you’ll discover, intelligence and analysis provide a firm foundation on which you can build a sound strategic structure.
• Tools of strategy and analysis: Strategic thinking equips you with a range of tools that can help you plan for and meet the future with greater confidence. Knowing how to wield tools—such as the five basic types of surprises— can aid your understanding of the forces that shape our future and can help you make sense of a rapidly changing world.

Learn How to Use Strategic Tools and Tricks

Central to Strategic Thinking Skills is Professor Ridgley’s revealing look at the various tools and tricks that strategic thinkers have used throughout history to better approach problems and seek lasting solutions. Among those you’ll learn how to use are

• the indirect approach, a technique with its origins in military science that thwarts your opponent’s expectations and offers you a much greater utility in achieving your objectives without approaching your opponent head-on;
• the value chain, a method of strategic analysis that divides your team or organization into its value-producing activities so you can evaluate it and better inform yourself on its internal strengths and weaknesses;
• the four actions framework, a strategy that consists of asking yourself four key questions to challenge your established logic and business structure in an effort to develop and implement a new value curve that will give you a stronger competitive advantage; and
• the five basic behaviors of luck, a set of behaviors—including the hunching skill, the ratchet effect, and the pessimism paradox—that can greatly enhance the odds that you will fulfill your strategic plan.

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