There are many different ways to become a photographer, one of them I see is to stop...
To Marvin Bauer, my role model, with admiration.
To Ginny, Sookie and Hiroki, to my family, with love.
Kenichi Ohmae
Thinking like a strategist
The art of business in Japanese
BBK 65.291.21; 62.291.213 0 57
Published with the assistance of Stins Coman
Translator I. Evstigneeva Scientific editor G. N. Konstantinov Editor V. Grigorieva
O 57 Thinking of a strategist: The art of business in Japanese / Kenichi Ohmae; Per. from English - M.: Alpina Business Books, 2007. - 215 p.
ISBN 978-5-9614-0565-1
Over two decades, the book, written by world-renowned business strategist Kenichi Ohmae, has become a classic.
Ohmae explains the reasons very clearly and precisely successful strategies some companies, reveals their business thinking processes and planning methods. The book shows how focusing on the core elements of a strategic plan - the corporation, customers and competitors - helps a company achieve victory.
Ohmae's classic work contains many clear examples of strategic thinking and continues to inspire managers at all levels to reach new heights of bold and creative strategic thought.
BBK 65.291.21; 62.291.213
All rights reserved. No part of this book may be reproduced in any form or by any means without the written permission of the copyright owner.
ISBN 978-5-9614-0565-1 (Russian) ISBN 0-07-047904-6 (English)
McGraw-Hill, Inc., 1982.
All rights reserved.
Publication in Russian, translation, design.
Alpina Business Books LLC, 2007
To the readers
I enjoyed reading this book, which, like Mr. Ohmae’s previous bestsellers, in my opinion, is awaiting big success on the business literature market. The author has a great sense of the fabric and logic of what he is talking about, and therefore difficult to understand things in his presentation become simple and understandable.
Can we see new, previously unspoken recommendations and provisions in the book? Maybe the author gives unique business examples? Or somehow dissects it in a new way Japanese management(experience, traditions, etc.), revealing previously unnoticed features?
A sophisticated reader will not find any significant novelty in what he reads. What is the amazing attractiveness of the approaches, ideologies and methods proposed by the author? Apparently, in that it offers a new look at the WAY to think, ask questions, make decisions.
After reading this book, I began to ask the question “Why?” more often, challenging generally accepted truths and thus eliminating the bottlenecks that block the path to fundamental improvements. Only with this approach are serious breakthroughs in achieving business goals possible.
What is strategic thinking? We use this concept so often that we seem to understand it well. It is really clear and simple, but at the same time extremely difficult.
Let's try to answer ourselves honestly: how often do we achieve the goals that we set for ourselves (the team) as managers? Isn’t this where the homespun truth lies?
We think we know the answer to the question “What is strategy?” Here is how experienced and very advanced middle and top managers answer it:
Long-term planning;
Comprehensive planning;
Planning most important projects;
Prospects for the company's development;
The order of resource distribution.
As we see, not all managers have the correct idea of strategy.
Moreover, to a greater extent, strategy interests us not as a concept or even as a technology; it interests us as a practical skill, as the ability to think and act in a special way.
Moreover, we are not just interested in strategy (in the above context), but in strategy in a constantly changing situation. By answering the question “What is strategy?”, it will be easier for us to understand what strategic thinking is.
We found out that this is not planning (at least not just planning). However, it is necessary to understand the role that planning plays in strategy formation. E. Grove said it well: “You have to plan like a fire department does: you can’t predict where the next fire will be. Therefore, they form an energetic and effective fire brigade that can respond to both routine and emergency situations.”
The strategist's weapons are strategic thinking, consistency and perseverance. Armed with these qualities and relying on assistants who supply him necessary knowledge and information, the strategist has what it takes to create a clear, beautiful strategy that will eliminate the confusion and bottlenecks that have gotten the company into trouble. There is no need for ingenious “jumps and strikes” here. The strategist's task is to clarify goals, identify problems, find ideas and solutions that will change market situation for the company, its resource allocation system, or any other area (where existing practices have become ossified and ineffective), and thus give the company a push to move in the right direction.
One method that a strategist uses is very simple - to question common assumptions by asking “Why?” This question should be asked of those who are responsible for existing method of business, and ask so long and often until they become disgusted with hearing it. This is the only way to get to bottlenecks blocking the path to fundamental improvements, and, by eliminating them, make possible major breakthroughs in achieving business goals.
When a company reaches such a stage, the search for strategic measures becomes imperative.
Strategic thinking, the author rightly believes, is the ability to think creatively and actively, to generate dynamic ideas and goals. In a word, this is talent. However, there are ways in which the "strategist's mindset" can be replicated by people who may lack natural talent in this area. In other words, there is no “secret formula” or “war secret” that can be used to formulate effective goals and build successful strategies.
The lack of a certain “specific talent” is not an insurmountable obstacle, but there are a number of approaches and methods, the use of which allows one to generate excellent strategic ideas. The author says: “I have tried to provide you with tips and tricks that will help you develop the ability and habit of thinking strategically.” One of the most important pieces of advice deserves special attention: to form groups of young “samurai” within the corporation, who should become real corporate strategists - giving free rein to their imagination and entrepreneurial talent, they should generate daring innovative strategic ideas and, at the same time performing the functions of full-time analysts, test, systematize and prioritize ideas and help line managers implement approved strategies.
“Genuine strategic thinking stands in stark contrast to traditional mechanical thinking. systematic approach based on linear thinking. But it also contrasts with a purely intuitive approach, when conclusions are drawn without any rational analysis,” says the author, illustrating step by step, example by example, the methodology of systems analysis.
The strategic thinker first seeks to clearly understand the individual nature of each element of the situation and then uses the full potential of the human mind to reintegrate these elements in the most beneficial manner.
When faced with problems, a strategic thinker dissects them into their component parts. Analysis is the critical starting point of strategic thinking. Then, having learned the meaning of each element, he reassembles them in such a way as to maximize his advantage.
In business, as on the battlefield, the goal of strategy is to create conditions most favorable to one's side, choosing the right moments to attack or retreat and always accurately assessing the limits of compromise.
Corporate strategy, which aims at the company's market position, involves an attempt to strengthen the company's position relative to its competitors in the most effective way.
But I believe that the term “strategy” must denote actions aimed directly at strengthening the company’s position. We must distinguish between these actions and actions aimed at achieving operational improvements (increasing profitability, simplifying organizational structure, implementation of more effective methods management or best training personnel).
What do Japanese businessmen think about strategy? How should you formulate and implement your strategy? Classic Japanese business strategy begins with the Zen idea that if you ask the right question, you will get a clear answer. This classic work was first released in Japan in 1975. Today it is already somewhat outdated; the release of the first edition occurred at the peak of competitiveness Japanese enterprises, however, the stagnation in the economy of the Land of the Rising Sun, which has continued since 1990, has discouraged business people desire to copy the Japanese model. At the same time, it is precisely the fact that “the chrysanthemums have long since faded” in the Japanese garden that makes the book more useful and relevant than it was 40 years ago. Now that Japan is no longer looked at so dreamily, you can try to filter the recommendations offered by the author, look at them from the height of new experience and discover their usefulness on a deeper, philosophical level. The author is a well-known consultant from McKinsey, so the book contains a lot of graphs and professional vocabulary. Ignore jargon and outdated information about the organization American companies and discussions about the Soviet system of central planning, now a relic of the past. Focus on examples and digressions.
Starting point. Japanese companies have surprised the whole world with the pace of growth in competitiveness. What is their secret? It seems to many that it probably lies in some secret formula or knowledge. Paradoxically, these super-successful companies have no formal strategic planning processes; There are also no planning departments or only a few people work in them, and technology is at the most primitive level. But despite this, they still manage to penetrate new markets and dominate large quantities industries.
Main ideas of the book
At the height of the Japanese miracle in the twentieth century, even the most successful Japanese companies did not have dedicated strategic planning departments; the strategy was usually the brainchild of the company's founder. The purpose of business strategy is to create conditions favorable for strengths your company. Determine your advantages and build a strategy based on them. Every industry has its own key success factors. Find them. Find out and remember what separates the winners from the losers in your industry and market. When creating a strategy, never stop asking yourself the question “why”. It is with the answers to it that breakthroughs begin. Think of strategy as a triangle of company, customers, competitors. Solve the problem, don't just deal with its symptoms. Analyze potential improvements in terms of costs, benefits and strategic advantage. Think about every situation from the perspective of an entrepreneur.
In fact, although Japanese companies do not typically employ an army of strategic planners, they do have a remarkable strategic vision. Usually it is carried by one person - usually the founder of the company, who often does not have an academic education in the field business administration. In his decisions, this person does not rely on serious analytical methodology, but on his own, purely intuitive understanding of how the market works and how the company should position itself. This vision tends to be original, inventive, and innovative.
“Strategic success cannot be reduced to a formula, and no one can become a strategist simply by reading this book.”
Today, this kind of strategic leader is becoming less and less common. In both the East and the West, the collective in the form of organizations and institutions suppresses the individual, pushing aside visionaries and exalting rational managers who rely only on numbers. American corporations are actually very similar to the Soviet economy. Both places are full of strategic planners who sit in central office and try to fully control every detail of the direction chosen by the enterprise, procedures, resource allocation, risks and profits. You won't achieve strategic success this way. Strategy is always the result of a particular attitude and way of thinking, rather than analysis and a set of facts. Great strategists are akin to great artists.
However, it cannot be denied that strategy begins with analysis. The strategist analyzes a certain set of facts, namely, divides it into separate parts, and then reassembles it, but in a different order - the one that provides the basis for the strategy. The goal of the strategy is to enhance the existing advantage. On the battlefield it means choice right place to meet the enemy, the right moment to attack and the right moment to retreat if things go wrong. At the same time, constantly assessing the changing situation and weighing the chances, you should always remember the need to maintain an advantage. Strategy is as much intuitive as it is analytical.
"With time management processes and systems create and shape the culture of a corporation.”
Main question
The first step in defining a strategy is to identify the most important problem. To do this, you must clearly pose the question. Suppose the company incurs huge payment costs overtime. What will it be like in in this case correct question The following options are possible:
How can we reduce the number of overtime hours worked?
Do we have enough staff?
Are our employees qualified enough? to complete work on time?
“In the eyes of the Japanese, a corporation is just a collection of people, each of whom is a member (not an employee) of the corporation.”
We will get our own answer to each question. But first, undoubtedly, the third question should be answered before taking on the second, and then the first. Unfortunately, many businessmen will consider the obvious yes answers to the two most important questions and will not even think about them, but will focus on the first. Questioning what everyone else takes for granted requires innovative yet disciplined thinking. Some people may intuit main problem from the general mass, but there are few of them.
Fortunately, there is a clear methodology that can help anyone identify the organization's core problem. This technique is applicable to a wide range of business-related issues.
Schematically depict the problem or question itself (for example, can we reduce the cost of this product).
Identify the components of the problem (e.g. fixed costs, variable costs, technical requirements to the project).
Formulate a question for each component (for example, can we change the technical requirements and use cheaper materials). Analyze the advantages and disadvantages of changing this component.
Develop a specific action plan for each component of the problem.
“If there are no competitors, then there is no need for strategy, since the sole purpose of strategic planning is to enable the company to achieve, in the most efficient manner, sustainable superiority over its competitors.”
Four Paths to Strategic Advantage
Strategy is a plan for achieving competitive advantage. But if there are no competitors, then there is no strategy. It's simply not needed. Hence the conclusion of the most important strategic task is competitiveness. A company can survive internal problems and shortcomings, but not a low level of competitiveness. By allowing a company to lag behind its competitors, you are putting its fate in the hands of your competitors.
“If you identify the areas that hold the key to success in your industry and apply the right combination of resources to them, you will give yourself a real competitive edge.”
When we have to survive competition, we begin to think differently. Attention shifts to other issues. We recognize that the best is the enemy of the good and perhaps the friend of our competitors. It is quite enough that it is simply not bad. There is no point in wasting time searching for the perfect strategy or the perfect competitive situation. Our goal is to gain an advantage over our competitors, but not at the expense of exorbitant costs. Do this as often as possible and you will be on top. Essentially, there are four main ways a company can strengthen its position relative to its competitors: 1 ) redistribute resources; 2) focus on using a “relative superiority strategy”; 3) change the main success factors in this business, relying on a “strategy of aggressive initiatives”; 4) actively use “strategic degrees of freedom”.
1. Redistribution of resources
As noted, in every industry there are one or two factors that determine success. No matter how complex the structure of an industry may seem, at its core it is quite simple. Let's take Banking services This is just raising money at a low interest rate and issuing it as a loan at a higher one. Factors that are critical to an industry can be identified in several ways. For example, analyze each industry segment, find out how competitors behave in each area, and draw certain conclusions about success factors. Another way is to study the behavior of winners and losers to understand how their actions, advantages and resources differed.
“It is very important to formulate the question correctly.”
Once you have identified a key success factor (KSF) in your industry, reallocate your resources and focus your attention on strengthening this area. If it's service, then throw all your resources into creating the highest level of service. If product design is the key to success, then focus on it.
“The strategist’s weapons are strategic thinking, consistency and perseverance.”
2. Exploiting relative superiority
Analyze your product carefully and identify areas you could focus on to achieve comparative advantage. This can literally mean taking your product and your competitor's product apart and comparing them.
For example, Fuji and Sakura competed with each other in the photographic film market. The quality of their products was comparable, but Fuji had the advantage of the company's name itself, which was associated with the clear, contrasting, picturesque colors of the legendary Japanese mountain. The Sakura (“cherry blossom”) brand, on the contrary, spoke of a vague, elusive image of beauty.
“Structural changes are usually slow, incremental processes that are virtually invisible to business participants.”
Sakura conducted a thorough market analysis in search of possible options for returning the share captured from them by Fuji. As a result, it was discovered that consumers were increasingly concerned about the high cost of film, and they often tried to take a couple of extra pictures on a 20-frame cassette. Then Sakura management decided to offer the market 24-frame film at the same price as Fuji's 20-frame film. Strategically, this was a justified step. Sakura could not compete with Fuji on the image level, since it had relative superiority here. But it could gain a comparative advantage in terms of price. A corporate strategist betting on such superiority must also calculate the possible reaction of competitors to every step his company takes in this direction and prepare to repel competitors' attacks.
“If all else is equal, a lower-cost feature can become a profit driver if the product is priced at the same price as its competitors.”
3. Use of aggressive initiatives
Simply put, a strategist questions all industry practices and assumptions with one question: “why.” Toyota's Taiichi Ohno does this approach better than most. Taiichi asked himself why car companies would need to keep large inventories of components on hand in their warehouses, which would cost them a lot of money, and ended up coming up with a just-in-time inventory management system. Never stop asking yourself the question “why”. It is with the answers to it that breakthroughs begin.
“By embracing the full range of available options and regularly weighing likely investments and returns, a true strategist is able to respond flexibly to the inevitable changes in the situation that his company faces.”
4. Use of strategic degrees of freedom
Having identified the key success factors, clearly define a possible course of action. In case of car company One of the options for CFU may be a security issue. The manufacturer can do a lot to improve security, but not all at once. However, there are certain opportunities for improving security that it simply cannot implement. Strategic planning should cover those areas where the company is truly free to act.
By applying the methodology described above, you can avoid some serious strategic mistakes, including:
Tunnel vision. To combat it, you must always keep possible alternatives in sight.
"All or nothing". In fact, half a loaf of bread or even a quarter is better than nothing.
“If a competitor has obvious advantage in the cost structure and decides to express it in price, then the company with higher costs is doomed to lose if it enters into an open price war.”
Strategic triangle
Think of strategy as a triangle of company, customers, competitors. Movements in any of these elements affect the market and may lead to the need to change strategy, which is never easy. Here are some examples.
1. Company-focused strategies
One Japanese company- an air conditioning manufacturer known for its engineering, decided to increase its competitiveness by creating a line of high-quality, high-value home air conditioners. The product failed in the market even though it was a great design. The air conditioners were so heavy that distributors were reluctant to ship them to customers and install them.
“The process of narrowing down a problem using a decision tree is similar to the techniques used in programming. It can be compared to how a doctor diagnoses a disease, going through different options step by step.”
There's an old saying about this: when all you have is a hammer, every problem looks like a nail. Be careful. Strategic planning should be comprehensive and include not only probable scenarios, but also their possible consequences. Companies that choose to outsource parts of their operations are doing so (usually to reduce costs) to change their existing business model and focus their resources on what they do best.
2. Strategies targeting consumers
Typically, a company should identify one subgroup or segment of customers and focus on that rather than trying to satisfy the entire market. This means that you must know this customer segment very well and understand why you have the opportunity to gain a comparative advantage in this particular group. Japanese automakers adopted this type of strategy in the 1970s, introducing fuel-efficient small cars to the American market, their most loyal segment.
3. Strategies targeting competitors
Find areas where competitive situation will allow you to achieve a clear advantage. Sony had a reputation in the American market for producing high-quality equipment, and in Japan the company stood on par with its many competitors. Sony spent heavily on advertising, PR and marketing and was soon able to make its image a comparative advantage and, as a result, increase prices.
At the heart of business strategy is the answer to the question of how best to manage a company in certain economic conditions. It would be foolish to ignore the impact on business of the general state of the economy. For example, low growth rates can increase competitive pressures. And advances in technology or changes in industry structure can make a mockery of any strategy based on past experience. Always stay informed, look forward and never stop asking “why”. Remember that your goal when developing a strategy is to get competitive advantage. And many small steps, but taken in the right direction, can ultimately help you achieve superiority over your competitors for a long period.
about the author
Kenichi Ohmae is a senior partner at McKinsey & Company, one of the leaders of the strategic management practice, and the author of several best-selling books on strategy and a number of scientific works on nuclear technologies.
To Marvin Bauer, my role model, with admiration.
To Ginny, Sookie and Hiroki, to my family, with love.
Kenichi Ohmae
Thinking like a strategist
The art of business in Japanese
BBK 65.291.21; 62.291.213 0 57
Published with the assistance of Stins Coman
Translator I. Evstigneeva Scientific editor G. N. Konstantinov Editor V. Grigorieva
O 57 Thinking of a strategist: The art of business in Japanese / Kenichi Ohmae; Per. from English - M.: Alpina Business Books, 2007. - 215 p.
ISBN 978-5-9614-0565-1
Over two decades, the book, written by world-renowned business strategist Kenichi Ohmae, has become a classic.
Ohmae explains with extreme clarity and precision the reasons for the successful strategies of some companies, revealing their business thinking processes and planning methods. The book shows how focusing on the core elements of a strategic plan - the corporation, customers and competitors - helps a company achieve victory.
Ohmae's classic work contains many clear examples of strategic thinking and continues to inspire managers at all levels to reach new heights of bold and creative strategic thought.
BBK 65.291.21; 62.291.213
All rights reserved. No part of this book may be reproduced in any form or by any means without the written permission of the copyright owner.
ISBN 978-5-9614-0565-1 (Russian) ISBN 0-07-047904-6 (English)
McGraw-Hill, Inc., 1982.
All rights reserved.
Publication in Russian, translation, design.
Alpina Business Books LLC, 2007
To the readers
I enjoyed reading this book, which, like Mr. Ohmae’s previous bestsellers, in my opinion, will be a great success in the business literature market. The author has a great sense of the fabric and logic of what he is talking about, and therefore difficult to understand things in his presentation become simple and understandable.
Can we see new, previously unspoken recommendations and provisions in the book? Maybe the author gives unique business examples? Or is it somehow dissecting Japanese management (experience, traditions, etc.) in a new way, revealing previously unnoticed features?
A sophisticated reader will not find any significant novelty in what he reads. What is the amazing attractiveness of the approaches, ideologies and methods proposed by the author? Apparently, in that it offers a new look at the WAY to think, ask questions, make decisions.
After reading this book, I began to ask the question “Why?” more often, challenging generally accepted truths and thus eliminating the bottlenecks that block the path to fundamental improvements. Only with this approach are serious breakthroughs in achieving business goals possible.
What is strategic thinking? We use this concept so often that we seem to understand it well. It is really clear and simple, but at the same time extremely difficult.
Let's try to answer ourselves honestly: how often do we achieve the goals that we set for ourselves (the team) as managers? Isn’t this where the homespun truth lies?
We think we know the answer to the question “What is strategy?” Here is how experienced and very advanced middle and top managers answer it:
Long-term planning;
Comprehensive planning;
Planning of critical projects;
Prospects for the company's development;
The order of resource distribution.
As we see, not all managers have the correct idea of strategy.
Moreover, to a greater extent, strategy interests us not as a concept or even as a technology; it interests us as a practical skill, as the ability to think and act in a special way.
Moreover, we are not just interested in strategy (in the above context), but in strategy in a constantly changing situation. By answering the question “What is strategy?”, it will be easier for us to understand what strategic thinking is.
We found out that this is not planning (at least not just planning). However, it is necessary to understand the role that planning plays in strategy formation. E. Grove said it well: “You have to plan like a fire department does: you can’t predict where the next fire will be. Therefore, they form an energetic and effective fire brigade that can respond to both routine and emergency situations.”
The strategist's weapons are strategic thinking, consistency and perseverance. Armed with these qualities and supported by assistants who provide the necessary knowledge and information, the strategist is equipped to create a clear, beautiful strategy that will eliminate the confusion and bottlenecks that have led the company to difficulties. There is no need for ingenious “jumps and strikes” here. The strategist's job is to clarify goals, identify problems, find ideas and solutions that will change the company's market situation, its resource allocation system, or any other area (where existing practices have become ossified and ineffective), and thus give the company an impetus to move in the right direction. .
To Marvin Bauer, my role model, with admiration.
To Ginny, Sookie and Hiroki, to my family, with love.
Kenichi Ohmae
Thinking like a strategist
The art of business in Japanese
BBK 65.291.21; 62.291.213 0 57
Published with the assistance of Stins Coman
Translator I. Evstigneeva Scientific editor G. N. Konstantinov Editor V. Grigorieva
O 57 Thinking of a strategist: The art of business in Japanese / Kenichi Ohmae; Per. from English - M.: Alpina Business Books, 2007. - 215 p.
ISBN 978-5-9614-0565-1
Over two decades, the book, written by world-renowned business strategist Kenichi Ohmae, has become a classic.
Ohmae explains with extreme clarity and precision the reasons for the successful strategies of some companies, revealing their business thinking processes and planning methods. The book shows how focusing on the core elements of a strategic plan - the corporation, customers and competitors - helps a company achieve victory.
Ohmae's classic work contains many clear examples of strategic thinking and continues to inspire managers at all levels to reach new heights of bold and creative strategic thought.
BBK 65.291.21; 62.291.213
All rights reserved. No part of this book may be reproduced in any form or by any means without the written permission of the copyright owner.
ISBN 978-5-9614-0565-1 (Russian) ISBN 0-07-047904-6 (English)
McGraw-Hill, Inc., 1982.
All rights reserved.
Publication in Russian, translation, design.
Alpina Business Books LLC, 2007
To the readers
I enjoyed reading this book, which, like Mr. Ohmae’s previous bestsellers, in my opinion, will be a great success in the business literature market. The author has a great sense of the fabric and logic of what he is talking about, and therefore difficult to understand things in his presentation become simple and understandable.
Can we see new, previously unspoken recommendations and provisions in the book? Maybe the author gives unique business examples? Or is it somehow dissecting Japanese management (experience, traditions, etc.) in a new way, revealing previously unnoticed features?
A sophisticated reader will not find any significant novelty in what he reads. What is the amazing attractiveness of the approaches, ideologies and methods proposed by the author? Apparently, in that it offers a new look at the WAY to think, ask questions, make decisions.
After reading this book, I began to ask the question “Why?” more often, challenging generally accepted truths and thus eliminating the bottlenecks that block the path to fundamental improvements. Only with this approach are serious breakthroughs in achieving business goals possible.
What is strategic thinking? We use this concept so often that we seem to understand it well. It is really clear and simple, but at the same time extremely difficult.
Let's try to answer ourselves honestly: how often do we achieve the goals that we set for ourselves (the team) as managers? Isn’t this where the homespun truth lies?
We think we know the answer to the question “What is strategy?” Here is how experienced and very advanced middle and top managers answer it:
Long-term planning;
Comprehensive planning;
Planning of critical projects;
Prospects for the company's development;
The order of resource distribution.
As we see, not all managers have the correct idea of strategy.
Moreover, to a greater extent, strategy interests us not as a concept or even as a technology; it interests us as a practical skill, as the ability to think and act in a special way.
Moreover, we are not just interested in strategy (in the above context), but in strategy in a constantly changing situation. By answering the question “What is strategy?”, it will be easier for us to understand what strategic thinking is.
We found out that this is not planning (at least not just planning). However, it is necessary to understand the role that planning plays in strategy formation. E. Grove said it well: “You have to plan like a fire department does: you can’t predict where the next fire will be. Therefore, they form an energetic and effective fire brigade that can respond to both routine and emergency situations.”
The strategist's weapons are strategic thinking, consistency and perseverance. Armed with these qualities and supported by assistants who provide the necessary knowledge and information, the strategist is equipped to create a clear, beautiful strategy that will eliminate the confusion and bottlenecks that have led the company to difficulties. There is no need for ingenious “jumps and strikes” here. The strategist's job is to clarify goals, identify problems, find ideas and solutions that will change the company's market situation, its resource allocation system, or any other area (where existing practices have become ossified and ineffective), and thus give the company an impetus to move in the right direction. .
One method that a strategist uses is very simple - to question common assumptions by asking “Why?” This question needs to be asked of those who are responsible for the existing way of doing things, and asked so long and often until they become disgusted with hearing it. This is the only way to get to the bottlenecks blocking the path to fundamental improvements, and by eliminating them, make possible major breakthroughs in achieving business goals.
When a company reaches such a stage, the search for strategic measures becomes imperative.
Strategic thinking, the author rightly believes, is the ability to think creatively and actively, to generate dynamic ideas and goals. In a word, this is talent. However, there are ways in which the "strategist's mindset" can be replicated by people who may lack natural talent in this area. In other words, there is no “secret formula” or “war secret” that can be used to formulate effective goals and build successful strategies.
The lack of a certain “specific talent” is not an insurmountable obstacle, but there are a number of approaches and methods, the use of which allows one to generate excellent strategic ideas. The author says: “I have tried to provide you with tips and tricks that will help you develop the ability and habit of thinking strategically.” One of the most important pieces of advice deserves special attention: to form groups of young “samurai” within the corporation, who should become real corporate strategists - giving free rein to their imagination and entrepreneurial talent, they should generate daring innovative strategic ideas and, at the same time performing the functions of full-time analysts, test, systematize and prioritize ideas and help line managers implement approved strategies.
