In order to do this well, we need to develop an ability to step back from immediate detail, plans and activity. Imagine yourself with a camera. It’s about zooming out to see the wider landscape, the ‘what else’ that can go unnoticed. It’s often the bigger frame that makes sense of what we’re seeing when we zoom in. It provides context, a basis for meaning-making.
The value of stepping back mentally, metaphorically zooming out in this way, is that we can re-evaluate our priorities, our direction, what we’re spending time and resources on, how we’re approaching things, whether we’re focusing on the right things, whether we’re allowing ourselves to become distracted by things that are not adding optimum value.
One way to develop our strategic thinking ability is to jot down sample questions that can help draw the big picture into view. ‘What do our customers or beneficiaries value most?’, ‘What are our competitors planning and doing?’, ‘What are the major forces driving change in our environment or sector?’, ‘What challenges and opportunities are emerging over the horizon?’
Be open and curious. ‘What would a great outcome look and feel like for our different stakeholders?’, ‘What do we do best?’, ‘What do we feel called to do?’, ‘Who are our potential allies?’, ‘What assumptions are we making?’, ‘What are we avoiding?’, ‘How are we constraining ourselves?’, ‘What might someone else see that we’re not seeing?’
Another way is to start with a day to day issue, perhaps something you’re working on at the moment. At an operational level, the key concern is how to do it well to achieve the desired results. It’s as if the frame has already been set. ‘This is what I need to do. I will spend my time, effort and resources on working out how best to achieve it, then do it.’
Now step back from the same issue a little and ask yourself or invite someone else to ask you some wider tactical questions. ‘What is it that makes this task so important?’, ‘What other ways could I achieve the same, or even better result?’, ‘How does what I’m doing dovetail with related tasks that others are doing?’, ‘How well does this serve our overall team goals?’
Take successive steps back until the questions you are asking draw the wider external environment and future considerations into account (as above). Now you are likely to be approaching a strategic level. The further you step back, the more research it is likely to entail. It’s about moving outwards from your normal frame of reference to consider wider issues that may prove pivotal.
What all these questions do so far is to develop an awareness of ‘what else is in the picture that we should take account of in our key decisions?’ In other words, they focus on the ‘what’. The next stage involves discernment, or the ‘so what’. What does all you’ve been thinking about, looking at, exploring and researching point towards that could be significant?
Facing multiple issues, knowns and unknowns, clarity and ambiguity, can feel bewildering. In light of this, moving forward may best involve working with others, drawing on shared thinking, experience, intuition, listening and prayer. ‘What are we hearing?’, ‘What should we pay attention to and what can we safely ignore?’
The final phase, the ‘now what’, involves making strategic decisions. These are the fundamental decisions that will form the basis of subsequent strategising and planning. The best decisions provide focus and clarity. ‘This is how the strategy will achieve our vision’, ‘This is what we will do and not do’, ‘This is how we will resource the organisation to achieve it.’
The process as a whole is about learning to plan with our eyes open. It’s about seeking to be open, exercising wise judgement and making sound decisions. In light of the fluid, rapidly changing and often unpredictable environments that many organisations are facing these days, strategic review and re-focus is now more often an on-going than periodic venture.