‘Strategic intelligence is the capacity to adapt to changing circumstances, as opposed to blindly continuing on a path when all the signals in your competitive environment suggest you need to change course.’ – John R. Wells<\/p><\/blockquote>\n
Wells, in an interview with Michael Blanding (2012), suggests Strategic IQ is established in an organization when ‘the people in a company are intrinsically motivated to develop and execute good strategy.’<\/p>\n
Wells outlines ways of developing Strategic IQ, as well as critical success factors required for companies to excel in their strategies. The first, and in many instances the most important critical success factor, is ‘the capacity to tolerate and learn from failure.’ (Dalkir, 2016) The second critical success factor is ‘the need to constantly adapt to the changing competitive environment.’ (Dalkir)<\/p>\n
For the one, it’s all about learning through our success and failure in the process and gleaning lessons form both. Not gloating over what we’ve accomplished to the detriment of others. Not punishing failure as if it is not allowed in the process. Both bring learning and both bring wisdom and both add to our strategic IQ as we increase our knowledge over time and through the various and varying circumstances we face. (Dalkir)<\/p>\n
For the second,\u00a0it means understanding and learning what’s happening around us. Predicting and facing the challenges as they come. Forecasting situations that unfold in the process to help with decision-making. Analyzing the past to inform the future to prevent the repeat of past errors. (Dalkir)<\/p>\n
Increasing Strategic IQ ensures ‘accurate and valid means of assessing your success.’ (Dalkir) By evaluating returns on investments (ROI), benefits can be measured ‘from strategic and business intelligence processes as well as technologies.’ (Dalkir) You also need to ‘need to assess the value and effectiveness of organizational learning processes. ‘ (Dalkir) Taking into consideration the need for regular review of strategic processes to ensure an even and consistent forward progression at a level consistent with progress and never satisfied with settling for what you get, but pushing forward to the best possible outcomes the strategies devised and implemented will bring the organization.<\/p>\n
Other Strategy Research<\/strong><\/p>\nOne final resource to recommend for\u00a0 researching strategies for a variety of organizations is a resource found in our own library. The book by Baum and Lampel outlines a variety of strategy research to give you a well rounded understanding of the diversity represented in researching various strategies around the world. This is a small volume by comparison and is only mentioned for your benefit, should you choose to follow through with reading the material. It is not required for the course.<\/p>\n
Baum, J. C., & Lampel, J. (2010). The Globalization Of Strategy Research.<\/em> Bingley, UK: Emerald Group Publishing Limited.<\/p>\nThe permalink is:\u00a0https:\/\/ezproxy.student.twu.ca\/login?url=http:\/\/search.ebscohost.com\/login.aspx?direct=true&db=nlebk&AN=335519&site=eds-live&ebv=EB&ppid=pp_Cover<\/p>\n
Week 4 Learning Activities References<\/h3>\n
Baum, J. C., & Lampel, J. (2010). The Globalization Of Strategy Research. Bingley, UK: Emerald Group Publishing Limited.<\/p>\n
Blanding, M. (2012). Strategic intelligence: adapt or die. Working Knowledge.<\/em> Boston MA: Harvard. Retrieved from\u00a0https:\/\/hbswk.hbs.edu\/item\/strategic-intelligence-adapt-or-die<\/p>\nComplexity Labs. (September 8, 2016). Subjective Thinking. Complexity Labs. <\/em>Barcelona: Complexity Labs. Retrieved from http:\/\/complexitylabs.io\/subjective-thinking\/<\/p>\nDalkir, K. (2016). Editorial: Why do organizations need to increase their strategic intelligence quotient (IQ)? Information Science<\/em>.\u00a0 45 (3). Brasilia BR:\u00a0Brazilian Institute of Information in Science and Technology. Retrieved from\u00a0http:\/\/revista.ibict.br\/ciinf\/article\/viewFile\/4065\/3562<\/p>\nDoyle, A. (updated January 23, 2018). Learn why employers value deductive reasoning, and how you can show it<\/span>. New York: The Balance. Retrieved from\u00a0https:\/\/www.thebalance.com\/deductive-reasoning-definition-with-examples-2063749<\/span><\/p>\n—– (updated September 22, 2017).\u00a0Inductive reasoning in the workplace.<\/em> <\/span>New York: The Balance. Retrieved from\u00a0https:\/\/www.thebalance.com\/inductive-reasoning-definition-with-examples-2059683<\/span><\/p>\nFitzgerald, F. S. (Spring 1936). The crack up. Esquire.<\/em> New York: Hearst.<\/p>\nGalbraith, J. (1974). Organization design: an information processing view. The Institute of Management Sciences.<\/em> Vol. 4, pp. 28-36. Catonsville MD: INFORMS.<\/p>\nGilakjani, A. P. (2012).\u00a0Visual, auditory, kinaesthetic learning styles and
\ntheir impacts on English language teaching.\u00a0 Journal of Studies in Education<\/em>. 2(1).\u00a0Macrothink Institute: Las Vegas, NV.<\/p>\nHigson, P., and Sturgess, A. (1999). Intuition and Decision Making. The Happy Manager.<\/em> London: Apex Leadership. Retrieved from\u00a0http:\/\/the-happy-manager.com\/articles\/intuition-and-decision-making\/<\/p>\nJohnson, D., and Levin, S. (December 10, 2009).\u00a0The tragedy of cognition: psychological biases and environmental inaction.\u00a0 Current Science. 97(11). Bangalore, India: Current Science Association. Retrieved from\u00a0http:\/\/dominicdpjohnson.com\/publications\/pdf\/2009JohnsonLevinTheTragedyOfCognition.pdf<\/p>\n
Justice Institute of BC. (April 8, 2013). Subjective vs. objective. School of Community and Social Justice.<\/em> Vancouver BC: Centre for Leadership. Retrieved from\u00a0 http:\/\/www.jibc.ca\/sites\/default\/files\/community_social_justice\/pdf\/cl\/Objective_vs._Subjective.pdf<\/p>\nKaufman, R. (2014). Characteristics of Useful and Practical Organizational Strategic Plans. Educational Technology<\/em>, 54(1), 37-39. Retrieved from http:\/\/www.jstor.org\/stable\/44430235<\/p>\nKing, W. R. (March 1978).\u00a0Strategic planning for management information systems. MIS Quarterly. Minneapolis MN: University of Minnesota. Retrieved from\u00a0https:\/\/pdfs.semanticscholar.org\/3e9d\/c86eec51d0e3444be59f2887c384e2ff0258.pdf<\/p>\n
Llopis, G. (January 27, 2011). How distrust, indifference and lack of integrity will destroy your business. Forbes. Jersey City NJ: Forbes.com. Retrieved from\u00a0https:\/\/www.forbes.com\/sites\/glennllopis\/2011\/01\/17\/how-distrust-indifference-and-lack-of-integrity-will-destroy-your-business\/#2e50b7a36a42<\/p>\n
Milgram, J. (January 3, 2018). Left and right brain\u2014the surprising truth<\/em> [INFOGRAPHIC]. London: Custom Writing. Retrieved from\u00a0https:\/\/custom-writing.org\/blog\/left-vs-right-brain<\/p>\nOnStrategy. (2018). About us.<\/em> Retrieved from\u00a0https:\/\/onstrategyhq.com\/about-us\/<\/p>\nPerkins, K. (2018). The\u00a0top 10 strategic planning best practices.<\/em> Reno NV: OnStrategy. Retrieved from\u00a0https:\/\/onstrategyhq.com\/resources\/the-top-10-strategic-planning-best-practices\/<\/p>\nProject Implicit. (2018)\u00a0Implicit Association Test.<\/em> Boston MA: Harvard University. Retrieved from\u00a0https:\/\/implicit.harvard.edu\/implicit\/Canada\/<\/p>\n\n\n <\/div>\n\n","protected":false},"excerpt":{"rendered":"
Week 4 Supplementary Reading Read the learning notes below for Week 4 of the course. Once you read the materials below complete the supplementary reading to gain understanding and interact with the related material for the Week 4 Strategic Leadership principles outlined. Best Practice Questions Kim Perkins, Client Engagement Manager for OnStrategy, lists a good […]<\/p>\n","protected":false},"author":27,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-1460","page","type-page","status-publish","hentry","has-post-title","has-post-date","has-post-category","has-post-tag","has-post-comment","has-post-author",""],"jetpack_shortlink":"https:\/\/wp.me\/P9GHJs-ny","jetpack_sharing_enabled":true,"_links":{"self":[{"href":"https:\/\/create.twu.ca\/ldrs501\/wp-json\/wp\/v2\/pages\/1460","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/create.twu.ca\/ldrs501\/wp-json\/wp\/v2\/pages"}],"about":[{"href":"https:\/\/create.twu.ca\/ldrs501\/wp-json\/wp\/v2\/types\/page"}],"author":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/ldrs501\/wp-json\/wp\/v2\/users\/27"}],"replies":[{"embeddable":true,"href":"https:\/\/create.twu.ca\/ldrs501\/wp-json\/wp\/v2\/comments?post=1460"}],"version-history":[{"count":9,"href":"https:\/\/create.twu.ca\/ldrs501\/wp-json\/wp\/v2\/pages\/1460\/revisions"}],"predecessor-version":[{"id":2816,"href":"https:\/\/create.twu.ca\/ldrs501\/wp-json\/wp\/v2\/pages\/1460\/revisions\/2816"}],"wp:attachment":[{"href":"https:\/\/create.twu.ca\/ldrs501\/wp-json\/wp\/v2\/media?parent=1460"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}