Being a step ahead of your competitors is a great place to be and gaining that extra step requires that you focus on the future. General Motors understands that better than most and it shows. GM operates in a highly competitive market where the ability to think ahead and strategize accordingly are vital to the company’s continued prosperity.
Every year, General Motors invites top college students to intern in their design center where behind tight security the auto maker develops its future models. This year the discovery channel has gotten involved, creating a reality-TV series called “Future Cars” that will showcase the interns’ bright ideas. Their task was to envision the year 2030 and design personal transportation for the needs of GM’s customers 20 years from now.
The interns were told to dream big and think of the possibilities that the future might hold. They talked about designing the car for “Generation I”, those born after the integration of the internet. As they designed the cars, they had to imagine how new technology, materials, and social situations would affect how cars would need to be designed in the future.
Leaders at GM viewed this experience as a reverse mentoring process. Larry Burns, VP of Strategic Planning for GM, said, “I think we ended up with a lot of great ideas, and it’s going to help the business leaders of General Motors stretch their thinking about how far we need to be pushing innovation into the future.”
Most businesses today may not be thinking 20 years into the future, but if you are not thinking strategically about what the future may hold, your competitors will. Similar to the concepts the interns were exploring; future technology, new materials, and social situations, to name a few – companies across all industries need to be considering these ideas as well. Gathering and understanding information on what the future could hold can help company stakeholders make smart strategic decisions – and propel these companies to the top of their industry.
Greg Page, CEO for Cargill, once quoted in one of our strategic learning events, “You have to be more effective and strategically minded than the person in the same role who is working for our competitors.” To gain the step ahead, employees at all levels of the organization need to spend time thinking strategically about their position, their job responsibilities, and how to improve efficiency, and where they might find strategic opportunities.
All it takes is one strategic idea to get a step ahead.
This past weekend I completed my 3rd full, 26.2-mile marathon. After finishing such a strenuous task, I realized how much I use strategic thinking to get myself across the finish line.
I prepare my mind and body for months before embarking on such a journey. I begin by figuring out what my “bottom line” is, exactly what it is I want to accomplish. Different runners measure accomplishment in different ways: some may simply want to cross that finish line, while others may try to finish the race in a certain amount of time either for personal gratification or so that they qualify for the Boston Marathon. Marathon runners map out every element of their training programs. Designing their workout regimens, eating plans, and sleep cycles according to their personal goals. They plan out how they will handle elevation changes and how fast they want to run each mile in the race. Every detail of the marathon is planned out very specifically, very strategically, and to the very last detail.
After spending months on the preparation stage, marathon runners apply their strategic planning to the race itself, the 26.2-mile journey. Although the marathon itself can take time, be difficult, and throw unexpected obstacles at the runners, their careful strategic planning allows them to handle any unexpected stumbling block with grace. I have run in races in which I had to deal with inclement weather, health problems, and in one instance, a fractured foot. When runners come across barriers on their path to success, they must strategically alter their carefully laid out plans to still achieve the desired bottom-line. If I had not been flexible during my training program, willing to change, and attentive to what worked best for me and my body, I would not have been able to finish the race, especially in a way that brought about the result I desired.
You may be aware, or may have personally been affected by Apple’s New Year glitch. The first day back to work for many after the holiday break started out on a sour note when Apple users were left sleeping when a glitch with some Apple products internal clock, including iPhone, iPad, and iTouch, prevented the alarm clocks from going off. As an Apple customer who experienced this glitch firsthand, I know I would have been a lot more satisfied with my Apple products if I had not had to experience a problem this large in stature. Not only did this cause many people to arrive late for work, many travelers missed flights and had to delay their travel plans. As of January 3rd, the alarm glitch should be fixed; allowing these clocks to function properly, but this didn’t prevent any hassle on the first day of the New Year.
According to a variety of news articles, this isn’t the first time that Apple has experienced problems with the functionality of their products’ alarm clocks. In November many iPhone users in Australia woke up an hour later than they were supposed to be because the phone’s internal clocks didn’t adapt to daylight savings time.
A little bit of strategic thinking could have saved Apple from a large number of upset customers. Since Apple was aware that they had previously struggled with their internal clocks, it would have been strategic to solve the problem, even before it took place; to keep the future in mind, so that what they were doing yesterday and what they are doing today, will allow them to be better equipped for the future. Strategic thinking requires people to analyze the changes happening today that will influence tomorrow’s reality. Apple could truly benefit from looking at what is happening today that will influence their success tomorrow. If they take the time to prepare for and adapt to these changes, Apple will be better equipped to handle and prevent problems, now and in the future.
I wonder if any any Apple employees experienced the problem?
“If only I had enough time to… (fill in your own blank)”. How many times have you heard someone say those words in the last week? How many times have you thought those words in the last two days? I’m not sure I’ve ever met anyone who has enough time to do all of the things they should do, let alone include the things they would like to do. Nor have I ever met anyone who claimed to have too much time. And the reality is each of us has all the time there is… exactly 168 hours a week, no more no less. So then, why is it that some people find a way to get so much more done than others in the same amount of time? Or, why is it that some people are so terribly busy, they’re running here and running there but rarely get anything of significance accomplished? I have a theory and I would love to share it with you.
I’ve come to the conclusion, that for most of us, time management is not the problem. There is little doubt that each of us couldn’t get better in some aspect of time management. I’ve taught time management classes for more than 20 years. And while far from perfect, time management is not my biggest challenge either. So what is the biggest challenge to getting more done and creating more value where it matters most? I believe the answer is a lack of well thought out and clearly defined “strategic targets” which will have a significant impact on your future. Let me explain.
A “strategic target” represents an innovative, strategic idea or initiative you want to pursue. It describes where you want to be or what you want to accomplish at some point in the future. These targets could be personal or professional; they could be linked to your family life or relationships, your career or some aspect of your current job. A target could be as simple as “What are the expected outcomes of a meeting you’re facilitating this afternoon?”, or as complex as “What will the organization look like after the merger?”
Without specific targets to focus our limited time and energy, we spend a lot of time spinning our wheels on things of little strategic value, things that keep us running in frantic, meaningless circles. We’re very busy trying to do everything for everyone, and in the process, getting very little done that really matters or adds value to our lives or the lives of others. It is ironic that very few of us would get in our cars and drive frantically without a clear destination in mind. And yet, most of us have a tendency to go through our projects, jobs, careers and lives in just such a fashion… no clear destination or target in mind. No wonder we find ourselves so tired and so stressed out and yet no farther down our desired path.
Time management is not the problem… a lack of strategic targets is. What targets, if obtained, would make a difference in your life? Where are you going today? Do you know?
Recently I received a call from my husband. The conversation began with him saying, “Don’t get mad…” If you have ever heard those words from a loved one, you know what kind of dread sets in as you anxiously await the bad news. This particular call was no different. He had been in a slight fender bender – his second automobile wreck in a mere 18 months. I was furious, but tried to remain calm as he is fairly new to driving in the U.S. I asked if he had used the process outlined for him in the event he was in another accident, no matter how minor. He proceeded to tell me that he had not done anything and I was the first person he called.
I recalled his first car accident (from 18 months ago) and how afterwards, we had created a step by step process to help him in the future. In addition to creating a process and with the hopes of being as strategic as possible, we discussed plausible outcomes that follow an accident and how he could handle each one. For me, I had thought this was an excellent opportunity to think ahead and plan for the future, as the odds of a car accident repeating itself in his lifetime were not in our favor. I made sure my husband had updated insurance cards in the car, an “accident packet” with phone numbers and our written process for what to do. In my mind, my husband had all he needed to manage such a situation effectively.
Following his second accident I took away three lessons for what now lies ahead:
You can never be too prepared. The path to become an effective strategic thinker does not end when the clock strikes 5 and you go home from work. For example, I could have talked to my husband a bit more about car insurance when we renewed the policy.
Think and re-think possible and plausible scenarios. Time, attitude, and experience changes and thinking strategically by anticipating this ever changing world allows us to be more prepared.
Plan. Execute. Adapt. Repeat. Thinking strategically means having a plan in place and executing the plan as needed. Change is inevitable and you must be proactive to the change, adapting, not reacting to it. Repeating the process is how we grow as strategic thinkers as there will always be a next time.
It was clear to me that day that thinking strategically is not a 9-5 job. Strategic Thinking is an ongoing responsibility that extends beyond work and into your day to day life. As you implement these few points you will be better prepared for the next time you hear the words, “Don’t be mad…” Wrecks happen. Deadlines happen. Obstacles happen. When we learn to think strategically, it makes us better prepared to control the situation, rather than the situation controlling us.
Upon meeting new people, one of the first questions I am asked is often, “Where do you work?” or “What do you do?” This was the case a few nights ago, after being introduced to a colleague of a friend. When I explained that I work for CMOE, which provide leadership and employee development training, he asked me to tell him more about it. I gave a brief list of our services and explained that one of our most popular workshops is on strategic thinking. He said he took a class on strategic management, but it didn’t apply to him because he wasn’t an executive. I explained to him that strategic thinking is not the same as strategic management.
Strategic Management
Let’s look at Strategic Management in general terms. Wikipedia explains, “Strategy is the art, science and craft of formulating, implementing and evaluating cross-functional decisions that will enable an organization to achieve its long-term objectives. It is the process of specifying the organization’s mission, vision and objectives, developing policies and plans. Strategic management seeks to coordinate and integrate the activities of the various functional areas of a business in order to achieve long-term organizational objectives.”
Applied Strategic Thinking
Applied Strategic Thinking is a way of scanning your environment, finding ways to perform more efficiently, being more innovative, and reacting to outside challenges and opportunities with more confidence because you have already considered variables.
The Difference
Notice that the main difference between these definitions is the timing. Where strategic management is a long-term plan for the future, Applied Strategic Thinking considers the future from the next few seconds to however long the concept will be relevant. In other words, you can consider the best route around an accident or plan for your retirement and everything in between including your influence on the future of your organization.
The second difference is in the number of members. Strategic management usually takes a team to determine the direction of an organization. Strategic thinking is something everyone, as individuals, can do. So a strategic thinking janitor may discover that changing a product will be less expensive, more effective, or perhaps more environment friendly than the current product being purchased. Strategic thinking means an individual looks at his/her environment, evaluates it, and then asks, “What would happen if . . .?”
Strategic thinking is a skill that anyone can use in any role. Applied strategic thinking is practical, ongoing, and informal. Strategic thinking is helpful when it is linked and aligned with grand corporate strategy.
Being a step ahead of your competitors is a great place to be and gaining that extra step requires that you focus on the future. General Motors understands that better than most and it shows. GM operates in a highly competitive market where the ability to think ahead and strategize accordingly are vital to the company’s continued prosperity.
After spending months on the preparation stage, marathon runners apply their strategic planning to the race itself, the 26.2-mile journey. Although the marathon itself can take time, be difficult, and throw unexpected obstacles at the runners, their careful strategic planning allows them to handle any unexpected stumbling block with grace. I have run in races in which I had to deal with inclement weather, health problems, and in one instance, a fractured foot. When runners come across barriers on their path to success, they must strategically alter their carefully laid out plans to still achieve the desired bottom-line. If I had not been flexible during my training program, willing to change, and attentive to what worked best for me and my body, I would not have been able to finish the race, especially in a way that brought about the result I desired.
You may be aware, or may have personally been affected by Apple’s New Year glitch. The first day back to work for many after the holiday break started out on a sour note when Apple users were left sleeping when a glitch with some Apple products internal clock, including iPhone, iPad, and iTouch, prevented the alarm clocks from going off. As an Apple customer who experienced this glitch firsthand, I know I would have been a lot more satisfied with my Apple products if I had not had to experience a problem this large in stature. Not only did this cause many people to arrive late for work, many travelers missed flights and had to delay their travel plans. As of January 3rd, the alarm glitch should be fixed; allowing these clocks to function properly, but this didn’t prevent any hassle on the first day of the New Year.
I’ve come to the conclusion, that for most of us, time management is not the problem. There is little doubt that each of us couldn’t get better in some aspect of time management. I’ve taught time management classes for more than 20 years. And while far from perfect, time management is not my biggest challenge either. So what is the biggest challenge to getting more done and creating more value where it matters most? I believe the answer is a lack of well thought out and clearly defined “strategic targets” which will have a significant impact on your future. Let me explain.
I recalled his first car accident (from 18 months ago) and how afterwards, we had created a step by step process to help him in the future. In addition to creating a process and with the hopes of being as strategic as possible, we discussed plausible outcomes that follow an accident and how he could handle each one. For me, I had thought this was an excellent opportunity to think ahead and plan for the future, as the odds of a car accident repeating itself in his lifetime were not in our favor. I made sure my husband had updated insurance cards in the car, an “accident packet” with phone numbers and our written process for what to do. In my mind, my husband had all he needed to manage such a situation effectively.
The Difference
