Strategic thinking has become a core capability for business leaders globally. Now in its fifth edition, this comprehensive text is an original primer for how successful strategists learn to think strategically. It delineates and defines strategic thinking as an advanced, conceptual cognitive capability, focusing on the nonlinear and informal nature of strategic thinking. The book highlights the role of informal learning, underscores the relevance of engaging in the arts, and has global application for those tasked with making strategy in this rapidly changing world.
This edition has been fully updated to include a new chapter on AI and strategic thinking, as well as expanded coverage of the critical reflective process and the challenges of introducing strategic thinking across cultures. Additional pedagogical features have been incorporated, including more discussion questions and exercises to engage debate and reflection, additional scenarios, and case vignettes.
Learning to Think Strategically is vital reading for MBA, strategy, leadership development, and executive education students. Its practical nature also makes it valuable for business and policy executives, as well as for managers and emerging leaders looking to develop their strategic thinking skills. Online resources include PowerPoint slides, a test bank, and video clips.
Part 1: How did we Get Here? 1. Chronology of Strategy 2. Contemporary Competing Views of Strategy 3. Global Sketches of Strategy; Part 2: How do we Learn to Think Strategically? 4. What is Strategic Thinking? 5. Informal and Formal Learning Defined 6. Context and Learning Transfer as Factors in the Strategic Thinking Process 7. Three-Stage Model for Learning Strategic Thinking; Part 3: How do we Get Started? 8. Framing as a Structural Process 9. Learning Domains Used for Strategic Thinking; Part 4: How do we Test the Foundation? 10. Role of Critical Dialogue in the Strategic Thinking Process 11. Role of Critical Inquiry in the Strategic Thinking Process; 12. Role of generative artificial intelligence in learning strategic thinking Part 5: How do we "Know" This?: Intuition as an Outgrowth of Experience 13. Intuition as a Must-Have for Learning to Think Strategically 14. The Roles of Analysis and Intuition in Strategic Decision Making Part 6: What Role Does Culture Play? 15. The Role of Culture in Strategic Thinking 16. Debunking the Myth of the Chosen Few: Five Attributes; Part 7: How to Become a Stronger Strategic Thinker? 17. Strengthen Strategic Thinking Through the Arts 18. Three Unconventional Approaches that Support Learning to Think Strategically; Part 8: Where do we go from Here? 19. Where We’ve Come From and Where We Can Go: Some Suggestions
Biography
Julia Sloan is Professor of Strategic Thinking at Columbia University, USA, and Principal of Sloan International, a New York-based consulting firm specializing in strategic thinking for global business and government leaders. A Fulbright Fellow and Researcher-in-Residence Fellow, she has also been recognized with numerous teaching awards.
Praise for the third edition
'Sloan has written a superb book that should be on the required reading list of every business executive and every business school. It offers a new perspective for both students and executives and is an indispensable roadmap for everyone who is willing to learn to think strategically.' Karl Nigl, Fmr. CEO Raiffaisen Bank, Austria AG
'Sloan has written an exceptional, comprehensive book on the learning aspect of strategic thinking that makes a unique contribution to the strategy literature. Based on a masterful examination of how we learn to think strategically, this book offers an insightful, unconventional, and original proposition for developing strategic thinkers. Sloan is both erudite and practical in her approach. Highly recommended for policy and business leaders who aspire to strengthen strategic thinking.' Professor Kenneth Paul Tan, Vice Dean, Lee Kuan Yew School of Public Policy, National University of Singapore; author of Governing Global-City Singapore
'At the heart of strategy is the strategist, so it follows both that the strategic thinking of individuals is worth developing. Julia’s book clearly shows how people can learn to become better strategists, which is why it is so valuable for executive development.' Dr. Max McKeown, author of The Strategy Book and #NOW
'The starting point for many writers who focus on strategy is on the process side of strategy-making. Sloan is a pioneer in helping us understand that process and planning are necessary, yet insufficient elements of what it takes to be a successful strategic thinker. In her third edition Sloan takes us further and deeper in our comprehension of what it means to think strategically within complex environments and how to build strategic capacity. A must-read for executives and leaders aspiring to build strategic organizations.' Professor Ross Harrison, School of Foreign Service, Georgetown University, USA; author of Strategic Thinking in 3D: A Guide for National Security, Foreign Policy and Business Professionals
'Dr. Sloan uses her astute research acumen to judiciously detail the findings of how successful executives from different cultures learned to think strategically; then compiled them into this important book. This discerning and unconventional work will stimulate you to learn to think differently, and to eventually evolve your own strategy within an uncontrollable, unpredictable business environment. Most highly recommended book for business and policy leaders.' Ahmed Elsherbini A. Ibrahim, Brigadier General; former Egyptian Defense Attaché to Beijing, China
