A continuación, te explicamos cómo puedes navegar por los riesgos potenciales del pensamiento estratégico en los servicios empresariales.

A lot to add here … one risk at the top of list but rarely discussed is execution risk through partnerships and how ill equipped today’s leadership teams are prepared to deal with it. I wrote a book about it … The Partnership Advantage … and in my research only 30% of executive teams are focused on it and execute well. Let’s talk about and get better, quickly!

Yes encourage the first line of defence to report the risks as they see from their perspective . The business risk is well understood there but they may not be able define in risk terminology . Over the period encourage willing members to move from first line to second line and vice versa

One of the key elements is to understand the broad array of risks that can exist including but not necessarily limited to operational, legal, reputational, technological obsolescence, black swan, regulatory, etc. Further, risks fall on a spectrum relative to gravity of impact to a given organization based on factors such as industry vertical.

Yes, anticipate and plan “for objections” but presenting and communicating the risks and benefits of a strategic plan to the organization can increase vested support. Get teams to understand “the why”.

En las Empresas el riesgo es fundamental para identificar, evaluar y gestionar las posibles amenazas y oportunidades que pueden surgir en el curso de la gestión de un negocio por ende es importante - Desarrollo de un Plan Proactivo - Capacitación y Cultura de Prevención - La Importancia de la Adaptabilidad

Strategic plans are living documents and should be treated as such. Things change. Most importantly, you must keep an “external focus” to scope and understand the changes in the competitive landscape, consumer preferences, etc. Too much time focused internally can lead to myopic thinking.

No plan allows you to actually see around corners, so knowing that fact, the best made strategy just may be to adjust your plan to accommodate the expected and unexpected outcomes as they happen.

Flexibility is a cornerstone of strategic thinking that empowers individuals and organizations to thrive in today's complex and dynamic business landscape. By embracing flexibility, strategic thinkers can adapt to change, make informed decisions, drive innovation, manage risks, stay customer-centric, and foster a culture of learning and growth. In a world where uncertainty is the only constant, flexibility in strategic thinking is not just a valuable asset but a strategic imperative for long-term success.

Risk management is a critical component of strategic thinking, ensuring that organizations identify, assess, and mitigate potential threats while capitalizing on opportunities. By proactively addressing risks, strategic thinkers can safeguard against uncertainties, make informed decisions, and enhance the likelihood of achieving their long-term objectives. Effective risk management is integral to strategic planning, enabling organizations to navigate challenges, adapt to changing circumstances, and maintain a competitive edge in today's dynamic business environment.

Innovation stays the main driving force that enable organisations make and keep competitive advantage. If you have strong R&D culture then it’s already in the blueprint of your corporate thinking. In the case of opposite, you must form a new department for strategy that will bring alignment between your current situation and perspective where you want to be. Followers should be prepared to outsource strategy function and make joint efforts with leading experts to achieve proper positioning in next 5-10 at least. All subjects should stay alert and abreast of new and potentially invisible aspects that will affect their current business model and core mission. All parties must be prepared for necessary and urgent revisions of current model.

Finding the perfect balance between innovation and strategic thinking is key to driving success in today's fast-paced business landscape. By fostering a culture that encourages creativity and forward-thinking while also grounding decisions in a solid strategic framework, organizations can stay agile and competitive. Embracing innovation allows companies to explore new opportunities, disrupt the status quo, and stay ahead of the curve. However, it's equally important to ensure that these innovative ideas are aligned with the overall strategic goals of the organization to drive sustainable growth and long-term success.

Based on my personal experience, I categorised "over thinking" is top most risk or bottleneck. Because, it always confuses me & put me in state of indecisiveness. Further, biased approach or stereotyping of strategy team or any member towards particular aspect is also a risk. Needless to mention impact of poor assumptions and inflexibililty is irreparable. What we use to counter sich sitiation is to start with simulation, i.e. creating multiple scenarios. We test, excercise and adopt diverse opinions & verifiable assumptions. Evidences & results are evaluated & risk assessment of each option is done side by side. By doing so, we can navigate strategic thinking based on informed decisions. Collaboration, adaptability & learning is the key.