Research with 154 companies found that only 3 out of every 10 managers are strategic.
Strategic thinking is the generation of business insights on a continual basis to achieve a competitive advantage. Strategic planning is the channeling of those insights into an action plan to achieve goals and objectives.
To build competency in strategic thinking leaders must master the three disciplines:
What is the new insight that leads to value?
What trade-offs do I need to make with my time, talent and budget?
What are the priorities to execute the strategy?
Research with managers from 154 companies shows the levels of strategic thinking. The analogy of underwater diving helps explain the types of strategic thinkers. Just as there are four types of divers, so too are there four types of strategic thinkers.
They sit on the shore and make no attempt to enter the water. This type of manager doesn’t contribute insight into the business.
They swim on the surface of the water, equipped with a diving mask and swim fins. This type of manager offers tactical solutions to issues, but they tend to do surface thinking and seldom get to the heart of an issue.
They swim underwater wearing a diving mask, swim fins, a wetsuit, and a portable apparatus containing compressed air. This type of manager can produce strategic insights for solutions but requires instruction and assistance to do so.
They dive underwater without the assistance of a portable breathing apparatus in an attempt to attain great depths. These managers generate effective insights about the business on a regular basis.
“Deep Dive is the best business strategy book that I have read to date. It is extremely practical and easy to apply directly to your business as compared to most other strategy books..”
Dave Taylor, Vice President of Operations, Collicutt Energy Services
“Unquestionably, one of the best books on strategy I've ever read! Deep Dive was so good that I couldn't put it down, really! I have actually read the book now for the third time and have given copies to our entire management team. The practical and proven processes (not just theory) provide the step-by-step instructions necessary to developing a real strategy.”
Jeffrey Pierce, Executive Vice President, Midwest Packaging Solutions
“Deep Dive can help managers differentiate themselves from that middle layer of performers. The innovative material, compelling concepts, and exhaustive research make this arguably the most valuable book ever written on strategic thinking.”
Jim Floyd, Vice President, US Operations Strategy, McDonald’s
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