Strateegiline mõtlemine on organisatsioonide erialakirjanduse valdkonda sisse murdnud suure raginaga ning tekste ilmub palju ja väga erineva tasemega. Siinviidatu on võrreldes siinses jooksvate uudiste voos viidatud eelmise artikliga üsna teistsugune. Isegi natukene imelik on seda teksti siia riputada, kuid variatiivsuse näitamise huvides oleks vist huvitav.

Put simply, strategic thinking provides organizational leaders with the ability to look for innovative and imaginative ideas by reconsidering the future and then repositioning the organization within that possible future.

Niisiis helikopteri-metafoor.

If we are “in the helicopter” with an overall view of the current state of affairs, we are also able to critically and strategically analyze what is coming. The place where strategic thinking and organizational change best intersect is in the realm of scenario planning. Just as a helicopter pilot runs simulations for most eventualities, even though he is only ever likely to experience a fraction of those scenarios, so a strategic thinker can create scenarios and simulate “what if “ situations that enable his organization to more effectively pre-empt or even introduce a desired change.

Ei saa vist päris kindel olla, kuivõrd see siinviidatud artikli-referaadi põhjal tõsi on, kuid autor väidab nii:

This article supports the notion of strategic thinking as an important antecedent activity to organizational change.

Folarin, K. (2021). Organizational Change and Strategic Thinking. Journal of Strategic Management, 6(1).