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An entrepreneur’s guide to strategic thinking

Michael Kidner, Canterbury, Flowers Gallery

Entrepreneurs often devote a lot of time to their initial business idea, as well as the figures involved. But all too often, little time is afforded to strategic thinking.

This problem can become more acute as the business grows and the leader spends most of his time concerned with the day-to-day running of the company.

Writing for Inc.com, Paul J. H. Schoemaker observes that it's hard to be a strategic leader if you don't know what the role entails. Having advised large and small organisations over the last 20 years, the author claims he has formed a clear idea of what's required. He says adaptive strategic leaders excel at the six following things:

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