In a world of hypercompetitive environments, organizations struggle to survive in severe economic conditions. Shareholders replace CEOs as if they were defective light bulbs. This turnover is frequent and unpredictable. In hopes of salvaging the latest struggling organization, executives often implement quick solutions by cutting costs (which usually means reducing staff) and attempting to stop the financial bleeding through technology. Yet, can today’s managers continue to do the same things and expect different results? Unfortunately, the answer is 'No!' Today’s challenges require a different methodology. Strategic thinking represents an alternative solution for contemporary managers.
Strategic thinking goes beyond careful planning of the organization's work. It consists of two components: knowledge about the present and foresight about the future. This article explores strategic leadership during disruptive change.
The Analysis
Some managers foolishly rely solely on their experience to interpret market changes. However, the current market isn't like the past! In many situations, managers are equipped to handle predictable changes. Planned or incremental changes are addressed with a risk management approach. However, disruptive change is the hallmark of today’s markets. Disruptive change is sudden and unpredictable. Therefore, experience becomes a liability, not an asset. Organizations that continue to operate using old methods find themselves vulnerable. Established institutions fail, while unknown companies emerge to dominate new sectors. Clayton Christensen, author of *The Innovator's Dilemma*, attributes this phenomenon to disruptive innovation. Thus, survival depends on understanding current markets and future trends. Strategic leaders are needed in today’s organizations.
Charles Handy, author of *The Age of Unreason*, argues, “Discontinuous change requires discontinuous thinking. If the new way of doing things is going to be different from the old, not just an improvement on it, then we shall need to look at everything in a new way.” Strategic thinking can be characterized in several ways, such as (a) focusing on important issues, (b) recognizing systematic properties (linkages, patterns, etc.), and (c) maintaining a long-term view. Having such a leader is an asset during disruptive change.
Watt Wacker, Jim Taylor, and Howard Means, leadership gurus, further suggest that a visionary leader should have the capacity to 'live in the present' while also 'living in the future.' Therefore, duality becomes a critical attribute of exemplary organizations during disruptive change.
Conclusion
With the current economic turmoil, organizations need to recruit and retain strategic leaders. Clearly, strategic thinking is different from routine organizational planning. Unfortunately, some managers are unaware of how this process can help them remain competitive. Since traditional organizations can no longer use outdated methods and one-size-fits-all solutions in this disruptive environment, managers must reexamine their operations. In fact, today’s leaders must be flexible enough to adapt to sudden market changes. Effective organizations go beyond detailed planning to embrace strategic thinking. Therefore, strategic leaders provide the edge needed during disruptive change.
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