Business schools and others interested in the management education and development vigorously debated how best strategy to teach future leaders. Some experts have questioned whether the subject should be taught at all – or at least, whether it be communicated to managers. Often missing from the debate, however, has been any in-depth discussion about how individuals learn to think strategically in the first place. What specific experiences are important and how they contribute? Besides, what ar … Read more »

Business schools and others interested in the management education and development vigorously debated how best strategy to teach future leaders. Some experts have questioned whether the subject should be taught at all – or at least, whether it be communicated to managers. Often missing from the debate, however, has been any in-depth discussion about how individuals learn to think strategically in the first place. What specific experiences are important and how they contribute? Also, what are the different ways in which people absorb this experience to develop the ability to think strategically? To answer these and other questions, conducting a study that managers identifying the key strategic thinkers considered in their industries were. The study then examines the totality of the experience (training, work-related, or other), which contributed to the high capacity of the people. In addition, the research examines the various ways in which the management know-how acquired in strategic thinking – a process that usually took more than a decade. The data showed that the strategic thinking of 10 specific types of experiences created – for example, spearheading a major growth initiative or dealing with a threat to organizational survival. In addition, executives seem to gain their expertise in strategic thinking by one of three patterns of development. These findings help demystify the process of learning in which strategic thinking, has important implications for management development and practice of strategy.
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Ellen F. Goldman
Source: MIT Sloan Management Review
9 sides.
Release Date: 1 July 2007. Prod #: SMR257-PDF-ENG
Strategic Thinking at the Top HBR case solution