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Strategic Thinking


27 Feb 2020 - 29 Feb 2020
MDP Number : 67
Area : Strategic Management
Venue : XLRI Jamshedpur
Programme Directors : Munish Thakur

Introduction and Objective :

The word strategy has been reduced to cliché in business schools and organizations. The practice and teaching of the strategy and strategic management has progressed in last couple of decades. New tools have developed for strategy formulation and implementation. These tools have become very successful with managers, who are looking for quick fix solutions to problems faced by organizations. These quick fix solutions promise a great deal and managers, across levels, get sold out to these tools, only to realize that in the medium and long run these tools have not added any value to organizations and to other stakeholders. I believe the essence of strategy is not adoption of these tools, though these are important, but essence of strategy is way managers think, it's the way strategists think and approach problems, which separates him/her from others. In fact, strategy cannot be about tools; otherwise it would so amenable to imitations from competitors. Just because strategy is more about thinking, managers do not buy this line of thought because it is not concrete, it does not lead to instant result, it seems to be so common sensical. But very few understand it and even if they do it they cannot articulate as what it is. It is important that managers realize importance of thinking if they want to make difference and create value for organizations.

Everyone claims that they understand strategic thinking. Academicians think it is about spinning theories, practitioners think it is about using tools and audits. Salesmen think it is about selling ideas, accountants think it is about number crunching, scientists think it is about new knowledge. But a very few actually comprehends. I believe that strategy thinking is a way of approaching business in a way that creates value for organization as well as society. If strategic thinking is common sensical but it involves a hell a lot of common sense. What are essential characteristics of the strategic thinking? How does one differentiate good strategic thinking from a bad? The heart of strategic thinking is what I call as strategic paradoxes. A good strategist is one who has deep understanding of these paradoxes and is capable of achieving the balance of paradoxes.

Methodology :

The MDP would be geared towards developing understanding of these paradoxes among managers. The methodologies followed would be use, case discussions, simulations and games, biographies, discussions and videos. The participants should abhor from reading and quoting books. The best preparation that participants can do is to think about their experiences of life and give meanings to these experiences. This program is not meant for those, who have already given meaning to their experiences in terms of strategy.

Expected Participant :

Senior - Level Managers

Programme Content :

  • Paradox of balancing present and future
  • Paradox of differences and similarities
  • Paradox of top and bottom
  • Paradox of internal and external
  • Paradox of freedom and control
  • Paradox of agents and processes
  • Paradox of convergence and divergence
  • Paradox of doubt and trust
  • Paradox of capability and passion
  • Paradox of flexibility and stability

Programme Directors :

Prof. Munish Thakur

Duration :

February 27 - 29, 2020

Venue :

XLRI Jamshedpur

Fee (per participant) :

Non Residential
Rs. 27,000/-
Service Tax extra, as applicable