The Complements to Strategic Thinking

This chapter explores the intersection of management concepts and strategy-making, recognising that overlapping ideas can enrich strategic thinking. While navigating this complex landscape poses risks – such as blurring the lines between operational and strategic thinking – it is essential to highlight their valuable connections. Operational management plays a critical role in implementing strategy, and strategic thinkers must engage with operational insights to craft effective plans. Similarly, project and change management are vital tools for strategy execution, requiring alignment with organisational goals to maximise benefits. Crisis management is also discussed as a foundational element for developing strategic thinking. Additionally, a variety of established tools and frameworks, from Vision and Mission to PESTLE, are examined for their contributions to strategic planning. The chapter concludes with a model illustrating how operational, project, crisis, change, planning, and risk management complement strategy-making, reinforcing their interconnectedness in effective management.