ARTICLES ABOUT STRATEGIC THINKING

The Strategic Edge (PDF, 48k)
Tactical deployment of intellectual assets may bring short-term benefits, but sustainable success depends on thinking and acting strategically.

Published in Intellectual Asset Management, London, England, October/November 2007, pages 21-24

Tech-Transfer Strategy
Since 1980, the transfer of technologies developed at research universities to private industry has become big business in the U.S. During 2003 alone, tech-transfer revenues approached $1.3 billion, and more importantly, the economic benefits that were derived from the technologies that were transferred into the private sector are estimated to have exceed $41 billion in value.

The Strategic Positioning of Intangible Assets (PDF, 521k)
Patents, trademarks, copyrights and other intangibles are not worth anything if they sit in isolation. It requires individuals with vision and abilty to understand their potential and to turn this into meaningful return by putting in place programmes that will maximise their value.

Strategic Readiness
The competitive advantages found in modern corporations, non-profit organizations, and even governmental agencies are increasingly determined by the strategic readiness of their intangible assets. (Strategic Chronicle, Winter, 2004)

The Capitalist Business Model - Efficiency and Innovation
During the 1980s and 1990s, America followed a national strategy of competitiveness that was based upon promoting R&D across all sectors of the economy, improving education and training, and keeping the cost of capital low to encourage business development. During that period of time America created over 35 million new jobs, spawned an entirely new information technology sector, produced the longest period of economic expansion in its history, and spread a higher standard of living throughout much of the world.

Strategy for an Ethical Organization
Until recently, few organizations seriously considered ethics to be a legitimate topic for enterprise planning and strategic thinking. Those at the top of an enterprise regularly spent time developing their organizational and functional strategic plans, their growth strategy, possibly even their brand strategy, but ethics and regulatory compliance was merely an issue for the finance department, legal counsel, and possibly human resources.

Uncertainty and Scenario Planning
During the 1990s, under the influence of a booming economy in the Western world, rapidly expanding globalization, and the new rhetoric of business models, even respected business gurus propounded the idea that, because everything was changing so quickly, “planning was dead.”

Why Does Planning Fail?
Seven obstacles to successful planning.

Strategy for Delivering Social and Cultural Benefit
The theory and practice of professional strategy is reaching into the world of philanthropic and nonprofit organizations and driving the creation of new strategic performance measurement systems that promise to optimize the delivery of social and cultural benefit to society.

How Do We Think Strategically?
Within today’s rapidly changing corporations, individuals at all levels are increasingly called upon to demonstrate their ability to think strategically. However, many are inadequately prepared to perform this task.

Competitive Strategy
Competitive advantage is that toward which strategic thinking aspires. Yet, ultimately, all competitive advantages are transitory.

Has Strategy Changed?
It seems we are out-of-date every time we turn around. What about strategy? Has it changed? Today, many question and some undervalue the worth of strategy, believing either that they don’t need it, or that they already have it.

Why Do We Need a Brand Strategy?
With the dawn, during the mid 1990s, of the Age of Intellectual Capital, came the realization that the real wealth in the modern enterprise is located in the intangible assets of that enterprise and not in the “traditional (tangible) assets” such as real estate, plant, equipment, inventory, cash, and the like.

New Thinking About the Value of Strategy
During the 1960s and the 1970s, “strategic planning” emerged as the model for corporate planning. However, by the 1980s, the value of strategic planning began to be called into question.

Connecting the Dots
by Shari Caudron (Business Finance Magazine, Feb. 2001)

Article on long-term strategic thinking featuring an interview with Dr. Lindsay Moore.