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SmArt Strategising for the Knowledge Era
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Transcript of SmArt Strategising for the Knowledge Era
SmArt Strategising for the Knowledge EraViktor Dörfler
KnowledgeBrief | Bridging Academia and Business
81% of executives believe that “data should beat the heart of all decision-making” (EY study)
“Big data can eliminate reliance on ‘gut feel’ decision-making” (EY conclusion)
Wicked Problem
(emotion, communication)
Tame Problem
(calculation, logic)
Wicked Mess
(metaphor, story)
Mess
(imagination, experiments)
HIGH
LOWLOW HIGH
Behavioural complexity
Dyn
amic
co
mp
lexi
ty
Experts may have plausible guesses about the future
knowledge
skill
Practice(subsidiary)
Action(focal)
intuition
Explanation(subsidiary)
Hunch(focal)
facts
Measurement(subsidiary)
Event(focal)
it is necessary to have a master to become one
both following and abandoning the master’s way is wrongbut in this struggle the new master is forged
even the genius needs it
it is a highly asymmetric setup
several forms
1. traditional master-disciple pairs
2. wandering apprentice journeys
3. mutual apprenticing
4. hot spots: creative workshops founded by one master
A theatre cannot work with all the actors being Laurence Oliviers – but it is noticeable if there is none.
Photo taken by Liz Handy, 2016, Budapest
Knowledge is only a potentiality, like the engine of your car.
Thinking is applying knowledge, realising the potentiality, like the driver’s skill.
Professor of Strategy & Management ScienceAn engineer with great knowledge of psychology (and even philosophy)Top 10 strategy scholar in the World15,000+ Google Scholar citationsA few hundreds of consultancy projects(using cognitive mapping)
Making Strategy with Decision Explorer
and there are others as well
Professor of Decision MakingAn economist with great knowledge of technology, psychology (and even philosophy)‘The Mintzberg of Balkan’20+ booksA few hundreds of consultancy projects(using knowledge-based system and coaching)
SupportingDecision Takers
with Doctus
Be SmArt
Choose to analyse data where you have data
Use intuition when intuition is needed
Make SmArt
Create an environment where analysts and intuitors co-exist
Develop mutual respect between intuitors and analysts
Do SmArt
Use tools that help intuition be rigorous and transparent
Support master-apprentice relationships
www.strath.ac.uk/staff/dorflerviktordr
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