Strategic Management

Strategic Management

by Reinier Geel

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Overview

Studies have shown that coming up with strategies and executing them with success requires specific strategic competencies. It is no longer just about the big idea.

Moving beyond a broad, fuzzy picture, however, requires strategic thinking and understanding the management matrix. This guidebook can help you

• identify critical functions of strategy, such as the alignment of operations, the continual improvement and innovation of systems design, and the allocation of effective recourses;
• learn the six required competencies for strategic genius along with methods how to excel at each one;
• reinvent thought processes so you can achieve organizational goals;
• successfully navigate your way through office politics;
• and answer many other questions tied to strategic management.

Take a trip with author Reinier Geel as he shares a detailed study of the make-or-break factors of planning and execution. This guidebook sets a new paradigm for the strategic arena and is backed up with the essential knowledge so you can empower yourself and your organization.

Product Details

ISBN-13: 9781426959929
Publisher: Trafford Publishing
Publication date: 03/21/2011
Pages: 592
Product dimensions: 8.25(w) x 11.00(h) x 1.20(d)

First Chapter

Strategic Management

The Radical Revolutionary Strategic Management Matrix for Predators
By Reinier Geel

Trafford Publishing

Copyright © 2011 Reinier Geel
All right reserved.

ISBN: 978-1-4269-5992-9


Chapter One

Looking at the Relevance of Human Cognitive Models

Not everything in life is always "Black or White" but a shade thereof, this chapter teaches us how to deal with this aspect of human cognitive modelling.

Looking at the Relevance of Human Cognitive Models

In order to understand what really influences and informs strategy; we need to be able to "see" strategy as it exist, and relate with it through conversation. This type of conversation must revolve around a model for it to become meaningful and entrenched in culture. Strategic conversation needs structure and reference points that join people with the whole aspect of communicating purposefully. Strategic conversation deals with concepts. Now, if we see a specific concept mentally, then we are engaged in "paradigm" reasoning. Therefore, if we understand what "paradigms" are, and how they influence our strategic communication, then we are on our way to "seeing" relationships where others only "see" complexity.

What is a Paradigm then, and how do they become so significant in strategic culture?

Paradigms have great power and influence on our thinking and reasoning. First, we need to understand what makes up paradigms. How we perceive something will determine how we will think about it in the future - because of the way we have regarded - perceived it - in the past.

The point to make here about perception is this; we have many informal perceptions — presumptions — that form daily, things floating in and out of our minds that we have no proof of, nonetheless its useful information, and we can use it as the premises on which we make decisions, or conversation over. Especially when we communicate with others, read, listen, watch shows, any sensory input creates both informal paradigms — uncertainties; in the form of suspicion, worries, doubts, and formal paradigms — certainties; belief, certainty, and trust to name but a few interchangeable examples. Perceptions are cognitive attempts at creating insights and eventually understanding. Perceptions also refer to our ability to observe with all our senses. Observing things refers to; noticing them, seeing things, and putting them into context, even our biases towards certain things are mostly influenced by our perceptions. Current and prevailing perceptions will also determine how we look at our world and ourselves, at any given moment, perception makes us stand in judgement of others, the situation and ourselves.

Perceptions become the building blocks of bigger frames of thinking, called paradigms, all the bits and pieces of information that gets collected through our senses work towards forming our perceptions, and eventually forming a concept of things, and our thinking on them, called a total paradigm. Like bits and pieces of a puzzle. Perceptions still influences our overall consciousness, the place where we are reasoning from, it is all governed by these perceptions we have developed or adopted. We tend to be very flexible on informal perceptions or information opposed to formal perceptions called facts. However, with formal perceptions — "facts" - we deal with conviction, because they are the building blocks of our personality and character, our culture. This is the power of perception; it persuades us on a subconscious level and moves us on our own, to think on a conscious level, if we are not guarded, we can get into trouble. Information is perception, not fact, in the absence of clarity, and certainty, people make up their own reality — then we call it their perception. Perception is someone's opinion, view, observation of something. When we get many perceptions that are related and on topic, then it becomes a paradigm.

A paradigm is a way of thinking about something specific that is critical.

The type of thinking that keeps informing us of something specific is called a paradigm, it is focused on specifics. Jip, no matter which way you are looking at solutions, or from which side or angle, it stays one thing, a critical evaluation of specifics, called a paradigm. In order to explain paradigm thinking, we need to understand what it comprises of. Let's say we are talking of war and tactics for instance. Then we will say that we are in a "warring" paradigm, or frame of mind. It is focused reasoning and thinking. Paradigms are made up of perceptions. New perceptions are created where thinking and discussions are current and on a specific topic, whenever we become engaged, then a perception is formed, and as the engagement continues, the perception evolves and devolves. A perception is of a current awareness of a specific situation; a mental representation of what is perceived — known, believed or understood about a specific topic, like the problems and situations at hand. When we are aware of the influence at play then we create perceptions, and magnify paradigms, then we see things better mentally. Paradigms engage all our senses to gather information for us. Now we are starting to observe with all our senses, the situation, the conversation, the information and our options, all become clear if our collective reasoning is sound. We become more aware when we set our paradigm, to the situation. It's like tuning into a radio station, tuning, then fine tuning, until it becomes perfect, with no noise. Only then do we become aware of its influences, and components of strategy and manipulation etc ... These influences are the first building stone of reality, called the precept.

Percept is an exercise in validating our reality; it is a perception in action. It informs a perception as to whether it is still valid or not. It is important to discern percept from stimuli or their absence. Stimuli are not necessarily translated into a percept and rarely does a single stimulus translate into a percept. A mental impression of something perceived by the senses, viewed as the basic component in the formation of concepts — lips moving and sound emitting equals talking — a concept. Precept also changes or enforces our reality; this exercise never stops. Whilst life and living is playing itself out daily, we get into new situations that we only perceived in one manner, however it normally plays out to a totally new and different reality, from the perception we had of how it, things should look, from our viewpoint. Normally, things do not exactly play out as you expected them to or had contemplated beforehand, if it is not a run of the mill daily routine. This then becomes a percept, a pre-conceived-idea of how things should work, are, or could be. An experience of something that drives a specific reality, not all reality, and it either enforces an old perception or creates a new. Alternatively it destroys a total paradigm, and starts with a perception and eventually creates a totally new paradigm. Perceptions require precepts and an experience to enforce them to become a belief and ultimately a reality, of how we are experiencing something specific now, to reinforce them again and again. The basic components in the formation of a concept of strategy will emerge only when we have tested and strong precepts, that informs our perceptions and ultimately our opinions, which will become our new Reality.

When we are asked to engage strategically, then the wheels come off. Everyone having the ability to think perceives themselves having the ability to think strategically and having good strategic abilities and wisdom. Systemically and both strategically we are all thinking "strategy" when we join for a strategic session, however we are not on the same paradigm, even worse, tactically everyone is still doing a different thing, because they are experiencing things differently, their precepts are different, because their paradigms are different.

Strategic focus and alignment is paramount to strategic success. We need to be able to orientate people first. We need a solid foundation to depart from. Foundations are built from paradigm alignment, and it should be first on the strategic agenda, before we can reach our or any reality, and contemplate moulding strategy. This aspect is entrenched in all undeveloped strategic corporate culture. Where we have either; muscle or muscles, people muscling others around, instead of combining our strength and getting muscle. This is the point; no two people share the same reality if their paradigms, perceptions, and precepts are not the same, and aligned. We have to deal with a vast array of influences already, we cannot cope with a vast array of inputs and outputs that are dissimilar because we all want a say — that is organised chaos. Where certainty becomes the state of things we discuss, focused on things that informs us of reality as it actually exist, and not just in the mind, or may appear to us personally, then we have made great progress, how we think and give strategy thought then makes it an ultimate reality that we all can visit, and relate to.

A phrase that comes up a lot nowadays is "Perception is Reality." Our paradigms become so powerful, that we can influence a vast amount of people in a short space of time, just via perceptions, methods of communication, and it also touches the way we design, our world, lives our life, even interact with others. Paradigms interpret our experiments and observations with others and us, as scientists in our own right and as humans experiencing emotion, this creates several realities' daily, all in its own right. Although this concept might be wrong on a factual basis, it is still an informer of reality for all, a way of perceiving the world. Only by growing an awareness or consciousness, can we plan and follow a sustainable life path. A lack of awareness will be our downfall. The process of becoming aware of the world around you through your senses — is not a simple thing, it is very complex and complicated thing, and impacts on everything we are, have done and say. There are a whole lot of external reality's that exist out there that we need to become aware of, forever changing, that will and have impacted on us ...

How do we make our decisions then, based on experience, or percept? The answer is both. Good decisions are a joint product of both the stimulation we experience and of the process of assimilation itself. Where assimilation deals with; experience, knowledge, wisdom and perception which generate beliefs, or perceptions, and stimulation is the emotional empathy we experience, how strong we feel about something, is it worth dying for, or not? It has a knock on effect, the one leads to the next and so forth and so on, from precept to precept, changing our perception, thus influencing our paradigms. The more experience we gain, the more knowledge we need, and the more perceptions we generate, the more beliefs we have to deal with, now we need systems or models to be and stay effective ... at making good and then better decisions.

Why is it that attempting to get people to go over to action becomes such a difficult part of strategy? Mostly, it's because people lose sight of the plot, when we start changing things too much without giving it structure, we change the nature of it. Changing people's paradigms should be the first priority of any strategy. One of the deepest problems with leading intellectuals is that of gaining greater understanding of how people make sense of the vast amount of raw data constantly bombarding and influencing them from the internal and both external environment, and influencing our individual and social paradigms. We need to understand the internal as well as external environment, and the perceptions they create and hold that impact on our thinking. It's a process of consultation, mediation and then we move on. Even if we are of one mind, our individual characters also have been taught different ways of going over to action, and doing things, or getting them done. Everyone has a different approach — with tactics and bright ideas. Ideas lead to actions, or precepts — ways or approaches of doing things — that create more perception, if we become aware of more, we will own the process, if we design the perception and manage it, then we control the outcome. Starting and working with precepts, precepts evolve because of more or less involvement or influence from external inputs, drawing meaning out of situations that in turn influence personal perception to become habit. A great paradigm shift can be brought on by designing change that becomes habit or culture, change that willingly unites people to think with the same paradigm, informed by one vision. Where we have no common vision we only have chaos. Therefore elect a vision that will keep us focused ... focus creates greater situational awareness. When we are aware we align ourselves to channel our energy in a specific direction, energy goes where attention flows. Once we get the creative and positive energies flowing, we can channel it with perception alignment and management. Interfacing people's contributions and energy with a plan, and then a system, is a trigger to growth. This growth needs to start with self-realisation.

If we are responsible for ourselves and accountable to others, then we are progressing fast as individuals. If we can duplicate this aspect we will have many growing fast. Otherwise we become change battered, the us and them situation, everyone for himself. Remember, all things being equal in this analogy, no two men in a room of plenty will share the exact same view on how to implement and construct strategy. Paradigms may be one way to explain a characteristic or elements of strategy that informs us how to align our thinking, and set it to thinking strategic, but still our perceptions are divergent and inclusive of elements of individual nature and own knowledge, as well as experience ... and beliefs. This aspect of individual identity is a small aspect compared to changing a culture. Culture is the biggest inhibitor of strategy, cultural beliefs and dogma is entrenched and become a way of life. They share the same beliefs and therefore fears and reality. In the presence of fear creativity will die ... fear is normally a result of perceptions that are not always true or even validated, due to a lack of proper communication and perception management. Perceptions need to be managed through structured strategic communication.

The four pillars of strategic communication

Why do strategists need to know and understand paradigms, when the simple truth is this, if you cannot persuade someone that something is possible, or even plausible — then you have no power over him. If you cannot change a person's perception, how will you change a total paradigm and influence a group or culture? We need to be able to sell concepts and attributes based on perceptions, all of which must be comprehended and be at least seemingly achievable, otherwise the plan of strategy will have failed altogether, because we have failed to communicate the plot. We need all three weapons of mind; perceptions, emotions, and actions. Perceptions, emotions, and actions are a balanced trinity, essential for total awareness and delivering strong strategy.

Perception management — pillar one

To explain a perception, is to sell a concept. In more practical terms, perceptions are like chapters in a book, whereas "Informal" perceptions are just notes ... the one has substance the other is open to interpretation. Formal perceptions are internalised, part of who we are and it makes sense to us, it has meaning. As we write our own chapters throughout life, a formal perception is eventually created and we build on it, we shape and edit it from time to time but we do not change it much.

Component integration into perception — pillar two.

Many "informal" perceptions become "formal" where we integrate substance, or components into it. Where a component of emotion, sensory or knowledge or any combination hereof is integrated, we start formalising perceptions. They become our reference "books" once completed. Using the example of cooking. We experience the art of cooking from infancy at all three levels, emotional, sensory and knowledge, as we grow older and start learning to prepare food ourselves and master it; the knowledge level is then also incorporated, so it is safe to say that we have now formed a formal paradigm on cooking. - (we understand the concept of cooking). Therefore, when we want to cook, say fish for instance, we refer to the cookbook (a paradigm) on cooking and we then refer to the chapters (the perception) that tells us how to, where to, when to, what to and why, etc. Our insight or perception comes from prior learning and experience, the traditional trial and error method, or from knowledge we gained by observation and or studying things, these are the components necessary to formalise perceptions. Paradigms also influence the way we "see" things in their relation to the world. They also relate back to our experience of certain emotional interactions that create feelings, and how it left us after the experience.

(Continues...)



Excerpted from Strategic Management by Reinier Geel Copyright © 2011 by Reinier Geel. Excerpted by permission of Trafford Publishing. All rights reserved. No part of this excerpt may be reproduced or reprinted without permission in writing from the publisher.
Excerpts are provided by Dial-A-Book Inc. solely for the personal use of visitors to this web site.

Table of Contents

Contents

Chapter 1: Looking at the Relevance of Human Cognitive Models — and how they influence strategy ....................01
Chapter 2: Strategy does not exist in isolation ....................22
Chapter 3: The "Revolutionary" Strategic Management Principle Explained ....................38
Chapter 4: Enhancing Our Mental Ability ....................59
Chapter 5: Change Management & Culture ....................90
Chapter 6: "Win" With TRIANGULATION ....................111
Chapter 7: Overcoming the Stumbling Blocks towards Making the Desired Change ....................133
Chapter 8: The "Radical" Strategic Management Principle Explained ....................150
Chapter 9: What Is "Matrix Quality Management" - MQM Exactly? ....................162
Chapter 10: The Fundamental Principles of Strategic Re-Engineering ....................177
Chapter 11: Understanding Why Structure Has To Follow Strategy ....................188
Chapter 12: Reframing & Systems Thinking ....................204
Chapter 13: The Logical Steps to Take In the Radical Strategic Planning Process ....................214
Chapter 14: Developing a Business Plan ....................235
Chapter 15: All About Thinking: The Quiet Mind and Critical Thinking ....................247
Chapter 16: Critical Thinking for the Professional ....................269
Chapter 17: The Reality of Industrial Espionage and Security ....................283
Chapter 18: Building a Successful Network ....................289
Chapter 19: Learning "The Art Of War", - By Studying the Three Grand Masters ....................297
Chapter 20: The Matrix ....................328
Chapter 21: Masks and Strategic Thinking ....................360
Chapter 22: The Rapid Dominance Strategy ....................370
Chapter 23: Making Use of Nero Linguistic Programming (NLP) ....................379
Chapter 24: The Sum Of The "Whole" Is Always Bigger Than The "Individual" ....................384
Chapter 25: Wisdom vs. Knowledge ....................396
Chapter 26: The Leadership Trap ....................404
Chapter: 27: "POWER" is having Balance ....................418
Chapter 28: Campbell's & Geel's Strategic Alignment Model ....................426
Chapter 29: The Principle of Trust ....................448
Chapter 30: Beware Of "Pigs" Preaching "Principles" & "Politics" ....................454
Chapter 31: The Time Spiral Continuum ....................489
Chapter 32: The Four Basic Principles of Power ....................509
Chapter 33: The Final Analysis — The Radical Strategic Management Matrix for Predators ....................525
Chapter 34: "The Grand Strategic Planning Process in Short" ....................530
Chapter 35: The Note Book ....................546

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Strategic Management: The Radical Revolutionary Strategic Management Matrix for Predators 5 out of 5 based on 0 ratings. 1 reviews.
Reinier More than 1 year ago
I am the Author; would just like to give you some personal inside info; Whats it all about? Revolutionising Strategic Management. By: Defining Radical and Revolutionary Strategic Management Competencies and Matrix Principles for Predators, and Applying the Sociological Approach. Books Introduction Traditional strategic planning and methodology to some extent has given way to strategic thinking; the ability to identify the relevant strategic competencies required for a specific strategic project. Termed "The Strategic Management Matrix Faculty". Based on the assumption that three identified critical functions of strategy need to be present all the time; namely the alignment of operations, the continual improvement and innovation of systems design, and the allocation of effective recourses. Studies have shown that strategy formulation and execution requires very specific strategic competencies, in order for any strategic plan to work. It is no longer just about the strategic getaway and the big plan. Six required competencies for strategic genius have been identified. Perception management and alignment; is a companion to business philosophy, and planning good strategy. If we depart from the assumption that everything we deal with is based on someone's perception, then perception is of either things or "facts". Furthermore, a strategy points into a direction, that direction is based on some form of bias and alignment, of strongly held perceptions. Then alignment is of either belief, or orientation. These aspects have become focal in strategic circles, where strategies are now concentrating on both things that people believe in or perceive to be real and "fact", that they get from being orientated towards a belief or science, and aligning this with objectives. Perception management, a term that originated in the U. S. military. The definition relates to actions consistent to convey and/or deny selected information and indicators to foreign audiences. Specifically aimed at influencing, emotions, motives, independent reasoning, as well as intelligence, systems, and leaders at all levels. Furthermore, the aim is to influence people's beliefs, and opinions, that ultimately result in a desired altered behaviour. Consequently, altered behaviour brings about actions favourable to the originator's own objectives. In utilising various ways, perception can be manipulated - managed - to combine bits of "truths" about things and "facts", so that eventually it becomes a new reality and fact. The open systems perspective refers to us being able to understand the implications of planning, and strategic actions. As well as its far reaching effects and importance. Strategic thinkers have to have the abilities of mental modelling, the ability to see creation in the mind, and relations in steps, and be able to design systems that will deliver on the completed end state, we need architects that can design complete systems from cradle to grave - with systematic planning. In order to be able to design systems with value creation, and quality in mind, they need to be open, to connect to attributes and essentials, as well as new resources at any given time. The third competency is creating focused intent; which means looking at ways of getting more leverage, and initiative. By focusing our efforts faster and narrower; the ability to focus our attention as a collective, to resist diversion of efforts, through structured engagement and fo