Strategic thinking:

learning to play
the other side of
the strategy coin

By Julia Sloan
Founder and president
Sloan International Inc.
H
ave you ever been taken aside by your control and creating an innovative, sustainable
boss and told you need to become more strategy that outwits competitors. Learning
of a “strategic thinker,” only to nod your to think strategically is a requisite for that
head, then scratch it and wonder what exactly to take place. SAMs have a sobering task: to
your boss had in mind? If so, you’re in very good see the broader context in which accounts
company! Corporate executives frequently exist and imagine contexts in which accounts
complain they don’t have strategic thinkers could exist while continuously challenging the
in their ranks, but rarely do they know how underlying assumptions that prop up current
to develop any. In fact they seldom recognize and proposed operating strategies. SAMs also
strategic thinking when it does occur and have a responsibility to rigorously test the
often reinforce development activities that fundamental operating processes, to move
actually impede it because they’re unaware of beyond solving strategy problems to the
the cognitive underpinnings required for it to much tougher, more complex issue of posing
happen. Examples critical questions
of this include:
zapping ideas that
As a strategic account manager, that induce premise
reflection about
drift off topic,
nixing thoughts
the crux of your role is to help strategy practices
and issues.
that come from a your business venture become Research has
hunch, shushing repeatedly shown
tough questions or remain that developing
that challenge strategic thinkers
long-held industry competitive. ranks a mong
or company beliefs the most urgent
and assumptions, concerns reported
reserving coveted seats at the strategy by cor por ate
bench to an elite cadre of analytic executives globally.
thinkers and stashing the strategy into a Yet strategic thinking
slick binder or spreadsheet. is rarely defined
As a strategic account manager, the crux and f requently
of your role is to help your business venture misunderstood as synonymous with strategic
become or remain competitive. SAMs are a planning. It’s imperative for SAMs to expand
valuable, vulnerable lot. On one hand they are their strategy repertoire by understanding
rewarded for getting big results fast. On the what strategic thinking is, being aware of the
other hand they are many times hammered for underlying cognitive processes required of it
not being strategic and being clueless about and knowing the five attributes of strategic
what to do. SAMs are responsible for dealing thinkers if they intend to develop the capability
with complexity over which they have no to generate innovative, sustainable strategy.

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Strategic thinking is heavily reliant
on the following kinds of thought:
• Abstract
• “A-rational”
• Conceptual
• Creative
• Critical
• Critically reflecting
• Divergent
• Emotional
• Generative
• Intuitive
• Metaphoric
• Multidimensional
• Non-linear
• Polarity
The difference between strategic
thinking and strategic planning
I have found that a very practical
means of supporting the development of
managers’ strategic thinking capabilities
is first and foremost to differentiate
between what I refer to as strategic
thinking and strategic planning. The
terms are often used interchangeably.
They are, however, distinctly different
and demand fundamentally different
cognitive functions—a point that many
times goes unnoticed. They are two
equally important sides of the strategy
coin but necessitate awareness and
agility in activating two disparate sets
of cognitive functions. As a means to
discern these approaches to strategy,
I like to use the metaphor of strategic
thinking being the positioning of the
lighthouse and strategic planning being
the safe passage of ships.
Strategic thinking
One way to begin to look at strategic
thinking is in terms of strategic planning.
Strategic thinking intends to open the
strategic thought process for the purpose
of diverging and engaging in critical
thought: to explore the strategy issue,
test the underlying assumptions and
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By contrast the kinds of thought
most beneficial to strategic
planning are:
• Analytical
• Concrete
• Convergent
• Eliminating
• Linear
• Logical
• Objective
• Rational
• Reductionist
• Sequential
expand possibilities. The expectation of
using a strategic thinking approach is
for critical questions to generate more
questions and contest elemental beliefs,
not for the purpose of solving a strategy
problem. Strategic thinking depends
extensively on divergent thinking and
is based on critical theory (i.e., critical
inquiry, critical dialogue and reflection
and identifying and challenging
fundamental assumptions). Strategic
thinking typically occurs informally,
outside of work and in a fragmented,
non-linear, intuitive manner. In short,
strategic thinking is messy.
It assumes that successful strategy
is always past tense. It is a generative,
re-creative process and very contextual,
subjective and dynamic. Drawing on
insight, intuition and innovative ideas,
strategic thinking is an iterative, fractured
procedure dependent on cognitive
functions often not tolerated (much less
taught) and certainly not rewarded in the
strategic planning approach.
Strategic planning
Strategic planning, on the other hand,
is heavily reliant on convergent thinking
and aims to eliminate tension and reduce
factors of difference to solve a strategy
problem. Strategic planning tends to
happen at work and can be systematically
and formally taught. The expectation of
using a strategic planning approach is for
questions to produce correct, conclusive
answers and to structure a plan that is
based on data from quantitative metrics
and analysis assumed to be neutral and
objective.
Strategic planning is the order of the day
in most business school strategy courses,
professional development programs and
executive education seminars. Strategic
planning is a familiar, habitual ritual (i.e.,
our annual “strategy season”) for most
SAMs and within most companies. Most
SAMs will discover they’ve been taught
and learned – in some cases overlearned –
the linear, rational, logical and analytical
thinking required of strategic planning.
(If you have any doubt, this is the “If
you can’t measure it, then it doesn’t
count” metrics mindset.) At its finest this
gets people into and through business
school, is recognized and rewarded
within companies and results in serious
promotions. While strategic planning
has its place, it is only one side of the
strategy coin. Ironically the linear,
rational, logical and analytical thinking
that we tend to invest mightily in and
serves us so well in strategic planning
can actually become an impediment to
strategic thinking.
The types of cognitive functions
required of strategic thinkers
Underlying strategic thought is a
combination of thinking patterns that are
distinctly different from those demanded
of strategic planning. If SAMs want to
strengthen their strategic thinking
capabilities or mentor and coach
successors and teams, these are must-
know’s. (See the figure.)
The five attributes of successful
strategic thinkers
In the past decade my research on
how successful strategists learn to think
strategically has suggested that there is
a combination of five essential attributes
these people tend to possess. Interestingly the attributes. In fact I frequently strategic thinking.
the attributes are indeed learnable, find that once they are presented, •  E ncourage and invite diverse
though not necessarily teachable within managers exalt in discovering methods representation at strategy sessions.
a formal workplace environment. The to strengthen them organizationally
Expand strategy discussions up, down
good news is they are actually best as well as individually. Here are some
and across your company. People have
learned informally by engaging in things starter ideas:
different perspectives depending on
outside work and paying attention to • Aim to create a pipeline of strategic
where they sit, whom they eavesdrop
patterns. This facilitates the transfer thinkers throughout your company on and whom they have lunch with.
of learning about strategic thinking to instead of tenaciously clinging to a Include perspectives from across the
situations at work. The bad news is that bottleneck in the strategic planning globe, functions, ages and rank.
most managers don’t know about the department.
attributes, so they don’t know what they • 
Actively mix it up by regularly
need to focus on in terms of developing • N
 otice the individuals across your changing the combination of people,
their own and others’ strategic thinking. company who demonstrate the times and places for strategy sessions.
The attributes of successful strategic combination of the five attributes. Switch locations frequently; move
thinkers are as follows: You may need to search high and beyond familiar strategy rooms to
low as strategic thinkers are often mind-stimulating settings that are
1. A vivid imagination—being able to see
informal, open, airy, fun, colorful,
new combinations; having creativity;
interesting and in unfamiliar spaces.
imagining different possibilities;
While strategic planning benefits from
innovating and blending
familiarity of people, consistency of
2. A broad perspective—expanding and time and place and symmetrical space,
diversifying perspectives drawing on a strategic thinking is enhanced by the
vast number of people, interactions and unfamiliar, an element of surprise,
experiences; including very different diverse people and asymmetrical space.
opinions, experiences, thoughts and Create “play spaces” to encourage the
ideas; inviting contrarian perspectives; mind to shift thinking gears.
visually stretching a perspective;
identifying patterns within operational • 
Engage in the arts or a creative
habits and actions; seeing things in endeavor. Pick up trombone lessons,
3-D; having a panoramic view of dust off your watercolor brushes, step
operational habits into a theater production or immerse
yourself in cooking or gardening. Draw
3. An ability to juggle—paying attention
parallels (literally and figuratively)
to many things at once; dealing with
incomplete, inaccurate and constantly
Strategic account between what you experience and
notice in your artistic pursuit and what
changing information; keeping a lot managers are a you observe and think about strategy.
of balls in the air without prioritizing
This strengthens metaphoric thinking.
4. A n ability to deal with things over valuable, vulnerable lot. Strategic thinking typically occurs
which they have no control— informally, outside a company and as
preparing for the unexpected, piecing a result of many activities, not during
excluded from strategic planning
together the unknown and dealing working hours or within the confines
sessions precisely because of strategic
with risk and fear; moving forward in of an office.
thinkers’ strengths. These people may
spite of consequential risk and fear of
not be especially articulate, and the •  L iterally draw or construct your
the unknown
combination of attributes is seldom strategy, then expand it outward,
5. A consuming desire to win— recognized in strategic planning upward and downward. Use shapes,
possessing passion and conviction meetings. In fact strategic thinkers colors or objects to represent items
to drive strategy and a competitive, many times leave companies because and themes. Try 3-D illustrations, and
fighting spirit the people can’t find a place within invite diverse groups to challenge and
companies that values the strategic rearrange the drawings or constructs.
Suggestions for developing the thinking capability—a strategic Others’ eyes and ears see and hear
attributes tragedy of grave consequence. things that can expand and enrich
There are endless ways to strengthen •  Identify role models who practice scenarios.

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 Strategic account managers are responsible
for dealing with complexity over which they
have no control and creating an innovative,
sustainable strategy that outwits competitors.

• G
ive permission to designated
attendees to act as the contrarians
during strategy meetings. Rotate this
role until everybody feels comfortable
playing it during meetings. Keep it
playful and purposeful.
• Instead of saying no, ask a question.
• M
 odel asking tough questions about
your current strategy. Be explicit in
what you believe your fundamental
assumptions are, then encourage
others to challenge you.
• L
 isten to hard questions without feeling
the need to respond immediately or
give answers. Avoid the temptation of
an instant answer, and instead allow
time for questions to sink in. Take
away and reflect on these. This begins
to break the rapid-response habit
and allows time to think. Encourage
sufficient space and time to reflect.
• Invite listeners and questioners • L ook for patterns in nature and the
who don’t know the background,
content or politics of your strategic and polarities), and see how far you
issue. Appreciate surprises and new
perspectives.
• Identify polarities that create tension
spots in strategy sessions, and stay
with that tension as a starting point
for innovative thought. Record these
spots, reflect on them, and play with
them.
• C
 reate and allow some drift time for
minds to diverge and reflect on intuitive
thoughts. Maintain records of ideas,
thoughts and impressions regardless
of how ridiculous, fragmented or
irrelevant they may seem.
• K
 eep track of things you can’t control.
Bring in outside viewpoints to
challenge and test you as a means of
broadening perspective and imagining
possibilities—e.g., think about
unrelated as well as adjacent industries,
the same industry in other countries
and historical industries.
• R
eflect on things that provoke
questions or strong feelings from
within you or others. Record your
thoughts, feelings and questions about
strategic issues in a journal. This is
a useful, insightful way to begin to
notice patterns, uncover assumptions
and highlight blind spots in your
thinking.
• W
 rite or share parables and analogies
that illustrate the patterns, beliefs
and assumptions you have or observe
about strategy issues.
arts (repetition, contrast, macro/micro
can extend these patterns in strategy.
Keep moving mentally.
Summary
Having a cadre of strategic thinkers
is a distinct competitive business
advantage. While not everybody needs
to be a strategic thinker, SAMs need
to know who their strategic thinkers
are and how to further strengthen
strategic thinking capabilities to create
innovative, sustainable strategy. They
can expand their strategy repertoire
by understanding the five attributes of
strategic thinkers and the underlying
cognitive processes of strategic thinking.
Successful strategy requires being adept
at playing both sides of the strategy coin:
the non-linear, intuitive, imaginative
side and the linear, logical, analytical
side. Because the linear side is already
deeply entrenched in traditional strategy
courses and conventional professional
development programs, most SAMs
need to sharpen their focus on the non-
linear side. A SAM who develops the
dual capability and agility of strategic
thinking and strategic planning as well
as the judgment of iterating between
the two is a strategy champion of the
21st century.
Julia Sloan will conduct a class about strategic thinking
at SAMA University in November in Chicago. She
is founder and president of Sloan International
Inc. (www.sloaninternationalconsulting.com), a
New York City-based executive leadership firm
specializing in strategic thinking, and author of
Learning to Think Strategically. She teaches strategic
thinking at Columbia University in the City of
New York (www.columbia.edu) and The Brookings
Institution (www.brookings.edu). Sloan can be
reached at julia@sloaninternationalconsulting.com
or (212) 362-9455. She can also be found at www.
linkedin.com/pub/julia-sloan/10/844/bb1.
Additional resources
For more information on this subject in SAMA’s
library, the editor recommends: Philip Styrlund,
James Robertson and Shakeel Bharmal, “Strategic
thinking: the essential ingredient of a strategic
account manager,” 47th Annual Conference,
May 15, 2011, www.strategicaccounts.org; and
William Hortz, “The strategic imperative: what
strategic account management programs can teach
us,” Velocity®, Vol. 13, No. 2, Spring 2011, www.
strategicaccounts.org.

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