Benefits of Strategic Thinking

Now that you know what strategic thinking is, consider the benefits. First, with strategic thinking, you become proactive rather than reactive. You take the initiative and look actively for possible ways to improve. You don’t just wait around hoping that something turns up or that someone else will force you to change.

Strategic thinking can also give you a better sense of direction. When you see or indeed create opportunity to achieve a change, this spurs you on to move towards it.

That an operational efficiency is another benefit. You begin to notice opportunities for better ways of organizing or doing work. Seizing them tends to lead to efficiencies and savings in time and resources. Did you know that strategic thinking can help to increase market share and profitability? This is because deliberately applying future thinking to building vision contributes directly to this. In addition, you can make your business more durable. Each of the benefits already mentioned creates a foundation for durability.

Also, efficient strategic thinkers will tend to notice windfall opportunities and take advantage of them. When something fails, they don’t throw their hands up in despair, no. They notice some new opportunity or idea that arises from the failure. They don’t think in terms of solving problems, they think in terms of seeking solutions. This creates a more positive mindset. Intrinsically, strategic thinking feeds and enhances a company’s vision to achieve its goals. Here’s an example of how it can be applied to create a vision in the first place. A group of radiography superintendents in a hospital specializing in the treatment of cancer had heavy workloads treating patients themselves. They reported being unable to find time to supervise their team members.

Each of 6 superintendents reported treating 10 patients a day on average. When asked how many patients each of their five or six-team colleagues were treating each day, they said they didn’t have that information. Someone suggested that they should give one of their own patients to each member of their team, this meant that they would have five or six fewer patients each day, and this, in turn, would leave them time to ensure that their colleagues had their support and direct help at extra busy times. The new strategy increased productivity and also improved working relationships and enabled better supervision.