Part 6: Strategic Thinking – The Art of Seeing from Above
Up to this point, we’ve been walking on the ground—talking teams, structure, behavior, management.
But now, it’s time to take a step up. The point where a good manager becomes an effective one. Where “being busy” turns into “moving wisely.”
That shift? It’s called Strategic Thinking.
Let’s first say what it’s not
Strategic thinking isn’t building a pretty PowerPoint with a SWOT chart, fancy arrows, and color schemes. That’s just the garnish.
Real strategic thinking happens in your head— when, among a hundred urgent tasks, you can spot the one that actually matters.
So what is strategy—really?
In the simplest human terms:
“Where do I want to go? And with what, in what way, through all this noise, can I get there?”
It’s choosing a path— and more importantly: saying no to all the other ones.
Strategy always begins with a “No.” No to irrelevant work. No to tempting-but-pointless opportunities. No to blind imitation.
A Real Story from My Life
There was a time when everyone around me was rushing to start advertising agencies. I could’ve gone the same route— I had clients, a team, and opportunities.
But something inside whispered: “This isn’t a path I’ll grow with—from within.” So I hit the brakes. I chose to build an ecosystem. A slower, fuzzier path—but one that felt deeply aligned.
That’s when I realized: Strategy isn’t always clear. But it is honest.
How does strategy get built?
Here’s a simple three-step model:
1. Environmental Analysis (outside you)
Ask yourself:
- What’s happening in your industry?
- Who are the real competitors?
- Where’s the market heading?
- Are regulations, technology, or consumer behavior shifting?
You can use tools like PESTEL or Porter’s 5 Forces— but more than tools, what matters is your clarity of observation.
2. Internal Analysis (yourself or your team)
- What are you truly good at? (Not just what you wish you were good at.)
- What resources do you have?
- What gives you energy?
- What do you do better than others?
- What should you be doing but keep avoiding?
SWOT is useful here: Strengths, Weaknesses, Opportunities, Threats.
3. Positioning Choice
Now define: Where in the market do I want to stand?
Classic models suggest three directions:
- Differentiation: I’m meaningfully different.
- Cost Leadership: I’m more affordable.
- Focus: I specialize in one tight niche.
⚠️ Most strategic failures happen when teams try to do all three at once. And end up… nowhere.
What Happens After the Choice?
Once you’ve chosen your strategy, it’s time to:
- Break the path into smaller steps
- Set measurable goals
- Align your team with the bigger picture
- Dare to say “no” to tempting distractions that derail your direction
Strategy means focus. If you’re saying “yes” to everything, it means you don’t actually have a strategy.
Why Don’t People Think Strategically in Practice?
A few reasons:
- Daily pressure – they’re too caught up in urgent tasks to think.
- Fear of risk – strategy requires choosing a path… and risking being wrong.
- Copycat habit – they look around to see what others are doing and mimic that.
- Ambiguity aversion – the uncertainty of the future makes them postpone thinking altogether.
But the truth is: If you don’t choose your own path, someone else will choose it for you.
An Exercise for Today
Sit for one hour—just with yourself. No phone. No meetings. Ask yourself:
- Where do I want to be in three years?
- What am I doing now that won’t get me there?
- Do I have the courage to cut those things out?
Just be honest with yourself.
Mehdi-style Wrap-up
Strategic thinking means:
- Seeing from above
- Facing reality, not illusions
- Choosing
- Eliminating
- And most importantly: Sticking to your choices—even when the outcome isn’t visible yet.
Strategy isn’t a document; It’s an internal posture.
Next Up: The Numbers
Where a manager needs to read, analyze, and decide—even if they’re not an accountant.
Budgeting, profit, revenue models, and how to really know: “Is this business actually worth it?”