Strategic Thinking

Thinking strategically is what separates managers and leaders. Learn the fundamentals about how to create winning strategy and lead your team to deliver it. From understanding what strategy can do for you, through to creating a strategy and engaging others with strategy, this book offers practical guidance and expert tips. It is peppered with punchy, memorable examples from real leaders winning (and losing) with real world strategies.

The contemporary business environment can be particularly challenging for boards and business leaders seeking to think and act strategically, and also embrace social and environmental responsibilities and the concerns of a wider range of stakeholders. There are aspects of corporate governance that might need to be reviewed in the light of a changing context and evolving stakeholder priorities if they are to better support the strategic thinking now required. There are also many questions for directors, boards and those who advise on governance arrangements to consider.
Some corporate governance changes, whether applicable to all companies or an allowable practice adopted for a particular entity, are easier to introduce than others. In the meantime, for many companies the requirement for strategic thinking becomes ever more urgent. It needs to address climate change and other related, shared and existential challenges. Ultimately, the quality, relevance and impact of whatever strategic thinking occurs may depend upon the intellect, commitment, conscience and vigilance of directors and whether they take advantage of any changes made to better support them and their thinking.

The New Zealand pipfruit industry takes around twenty years to develop a new apple variety up to full commercial production. The industry’s success is increasingly dependent on the introduction of new pipfruit products. How can the industry plan for effective research, science, and technology (RS&T) investments for supplying products into an international marketplace which is increasingly volatile?

У зв’язку з розвитком концепцій стратегічного менеджменту, який розпочався у 50 рр. ХХ сторіччя і продовжується досі, з'являються нові відкриття у сфері конкурентних стратегій. Кожний дослідник із стратегічного менеджменту абсолютизує свій власний підхід, і якщо проаналізувати публікації за останні два десятиріччя, то часто вони подібні між собою у використанні слів «новий підхід» чи «нова парадигма». Але не варто забувати, що всі нові дослідження були результатом натхнення працями попередників, які потрібно проаналізувати в історичній послідовності для того, щоб виявити закономірності у твердженнях, трактуваннях та застосуваннях стратегій сучасної організації. Автором проаналізовано розвиток підходів до трактування стратегії та запропоновано класифікацію підходів щодо визначення змісту стратегії. У роботі представлено трактування стратегії коопетиції як нового парадоксального погляду на стратегічне управління.
Развитие концепций стратегического менеджмента, которое началось в 50 гг. ХХ столетия и продолжается до сих пор, преподносит новые открытия в области конкурентных стратегий. Каждый исследователь в области стратегического управления абсолютизирует свой подход, и если проанализировать публикации за последние два десятилетия, то часто они схожи между собой в использовании слов «новый подход» или «новая парадигма». Но не стоит забывать, что все эти новые исследования были результатом вдохновения работами предшественников, которые нужно проанализировать в исторической последовательности для того, чтобы выявить закономерности в утверждениях, трактовке и использовании стратегий современной организации. Автором проанализированы подходы к трактовке стратегии и предложена классификация подходов по определению содержания стратегии. В работе представлена трактовка стратегии коопетиции как нового парадоксального взгляда на стратегическое управление.
The strategic management concepts development had started in 50-ties of XX century and still brings new discoveries in the field of competitive strategies. Every strategy specialist absolutizes his or her own approach in the field of strategic management. Many recent publications have a lot in common in using “new approach” or “new paradigm” expressions. But we should remember that new approaches are built as a result of inspiration by the previous researchers. These approaches must be analysed in a historical order to reveal patterns in the statements, interpretation and using of strategy at modern organization. Author analysed the approaches to interpretation of strategy, the classification of the approaches to identify strategy was offered. In the paper the coopetition strategy as new paradoxical view on the strategic management was presented.

‫מאת‬ ‫סיני‬ ‫יובל‬ ‫הקדמה‬ ‫כלכלת‬ ‫של‬ ‫לידתה‬ ‫את‬ ‫השאר‬ ‫בין‬ ‫כלל‬ ‫אשר‬ ‫דבר‬ ‫חדשות,‬ ‫הזדמנויות‬ ‫של‬ ‫כר‬ ‫רבים‬ ‫עבור‬ ‫יצר‬ ‫המידע,‬ ‫עידן‬ ‫של‬ ‫מלאה‬ ‫תלות‬ ‫נוצרה‬ ‫המידע,‬ ‫בעידן‬ ‫הגלומים‬ ‫היתרונות‬ ‫לצד‬ ‫והחדשנות.‬ ‫הגלובליזציה‬ ‫האצת‬ ‫המידע,‬ ‫ומדינות‬ ‫הציבור‬ ‫מרבית‬ ( ‫קריטיות‬ ‫תשתיות‬ ‫ובזמינות‬ ‫בטכנולוגיה‬ ‫העולם‬ Critical Infrastructure ‫כדוגמת‬ ,) ‫קריטיות‬ ‫מידע‬ ‫לתשתיות‬ ‫כבסיס‬ ‫משמשות‬ ‫בתורן‬ ‫אשר‬ ‫והתקשורת,‬ ‫החשמל‬ ‫תשתית‬ Critical) Infrastructure Information .) ‫המרחב‬ ‫הקיברנטי‬ 1 (Cyber Space) ‫הווירטואלי‬ ‫העולם‬ ‫את‬ ‫בחובו‬ ‫כולל‬ ‫זה‬ ‫מאמר‬ ‫להגדרת‬ ‫בהתאם‬ ‫אשר‬ , ( ‫ותקשורת‬ ‫מידע‬ ‫טכנולוגית‬ ‫באמצעות‬ ‫יצר‬ ‫האדם‬ ‫אשר‬ Information and Communication Technology ,) ‫ארגונים‬ ‫מדינות,‬ ‫(קואליציות,‬ ‫לשחקנים‬ ‫מאפשר‬ 2 ‫מגוו‬ ‫פעולה‬ ‫באסטרטגיות‬ ‫לבחור‬ ‫ופרטים)‬ ‫קבוצות,‬ , ‫נות‬ ‫עסקיים‬ ‫צרכים‬ ‫כדוגמת‬ ‫קריטריונים,‬ ‫של‬ ‫משורה‬ ‫נגזרת‬ ‫באסטרטגיה‬ ‫שחקן‬ ‫של‬ ‫הבחירה‬ ‫ודינמיות.‬ -‫המצב‬ ‫"תמונת‬ ‫במונח‬ ‫הבחירה‬ ‫לעצמו.‬ ‫בונה‬ ‫שחקן‬ ‫כל‬ ‫אשר‬ ‫הקוגניטיבית‬ ‫המצב‬ ‫ותמונת‬ ‫זמן‬ ‫פוליטיים,‬ ‫מלאה‬ ‫מצב‬ ‫תמונה‬ ‫לקבל‬ ‫אפשרות‬ ‫לשחקן‬ ‫אין‬ ‫כי‬ ‫לחדד‬ ‫באה‬ ‫היא‬ ‫אלא‬ ‫מקרית,‬ ‫אינה‬ ‫הקוגניטיבית"‬ ‫ו‬ ‫ו‬ ‫הסתברותיים‬ ‫מודלים‬ ‫על‬ ‫להסתמך‬ ‫נאלץ‬ ‫השחקן‬ ‫העולם‬ ‫הבניית‬ ‫בעת‬ ‫ולפיכך‬ ‫ריאלית,‬ \ ‫אקסיומות.‬ ‫או‬ ‫שיתוף‬ ‫כדוגמת:‬ ‫אחר,‬ ‫שחקן‬ ‫כלפי‬ ‫התנהלותו‬ ‫על‬ ‫תשפיע‬ ‫יבחר‬ ‫שחקן‬ ‫כל‬ ‫אשר‬ ‫הדינמית‬ ‫האסטרטגיה‬ ‫עמום.‬ ‫עימות‬ ‫גלוי,‬ ‫עימות‬ ‫הגדר",‬ ‫על‬ ‫"ישיבה‬ ‫בריתות,‬ ‫ויצירת‬ ‫פעולה‬ ‫ל‬ ‫בונה‬ ‫שחקן‬ ‫כל‬ ‫מכך,‬ ‫כתוצאה‬ ‫עצמו‬ ‫הקיברנטי‬ ‫במרחב‬ ‫הבולטים‬ ‫היתרונות‬ ‫שני‬ ‫כאשר‬ ‫האחרים,‬ ‫השחקנים‬ ‫כלפי‬ ‫שלו‬ ‫ההתנהלות‬ ‫מטריצת‬ ‫את‬ ‫בו‬ ‫לאמץ‬ ‫שחקן‬ ‫וביכולת‬ ‫יחסית,‬ ‫נמוכה‬ ‫ובעלות‬ ‫מהיר‬ ‫בקצב‬ ‫הנבחרת‬ ‫האסטרטגיה‬ ‫את‬ ‫לשנות‬ ‫היכולת‬ ‫הינה‬ ‫לחש‬ ‫שכנגד‬ ‫השחקן‬ ‫של‬ ‫האפשרות‬ ‫צמצום‬ ‫תוך‬ ‫וזאת‬ ‫אחר,‬ ‫שחקן‬ ‫כלפי‬ ‫אסטרטגיות‬ ‫מספר‬ ‫זמנית‬ ‫של‬ ‫יפתו‬ ‫הכפול.‬ ‫המשחק‬ 1 ‫ה‬ ‫בין‬ ‫הגבולות‬ ‫כי‬ ‫גבוהה‬ ‫סבירות‬ ‫ישנה‬ ( ‫הקיברנטי‬ ‫מרחב‬ Cyber Space ‫בעתיד.‬ ‫יטשטשו‬ ‫כיום‬ ‫לנו‬ ‫המוכר‬ ‫המופשט‬ ‫האלקטרומגנטי‬ ‫לעולם‬ ,) 2 Non-State Entity ‫שיקולים‬ ‫בפיתוח‬ ‫והפעלת‬ ‫נשק‬ ‫קיברנטי‬ sper.co.il www.DigitalWhi ‫גליון‬ 63 , ‫אוגוסט‬ 2015 2 ‫להטיל‬ ‫מנת‬ ‫על‬ ‫להשתמש‬ ‫יוכל‬ ‫צד‬ ‫שבהם‬ ‫האמצעים‬ ‫רשימת‬ ‫את‬ ‫להכליל‬ ‫ומטרתו‬ ‫חדש,‬ ‫אינו‬ ‫נשק‬ ‫המונח‬ ‫לוחמת‬ ‫המונח‬ ‫ואחרות.‬ ‫כאילו‬ ‫מטרות‬ ‫השגת‬ ‫לשם‬ ‫וזאת‬ ‫האחר,‬ ‫על‬ ‫פלוני‬ ‫של‬ ‫צדדית‬ ‫החד‬ ‫מרותו‬ ‫את‬ ‫מחשב‬ 3 ( Cyber Warfare ‫יכ‬ ‫שחקן‬ ‫אשר‬ ‫התקפיות‬ ‫פעולות‬ ‫של‬ ‫שורה‬ ‫בחובו‬ ‫כולל‬ ) ‫אחר‬ ‫שחקן‬ ‫כלפי‬ ‫ליזום‬ ‫ול‬ ‫הקיברנטי.‬ ‫במרחב‬ ‫שחקן,‬ ‫כל‬ ‫לרשות‬ ‫עומדים‬ ‫אשר‬ ‫והכלים‬ ‫ההזדמנויות‬ ‫מרחב‬ ‫את‬ ‫הרחיב‬ ‫לזירה‬ ‫הקיברנטי‬ ‫הנשק‬ ‫של‬ ‫כניסתו‬ ‫החמישי‬ ‫כמימד‬ ‫רבים‬ ‫בעיני‬ ‫להכרה‬ ‫זכה‬ ‫הקיברנטי‬ ‫המרחב‬ ‫כי‬ ‫פלא‬ ‫ואין‬ (The fifth dimension) ‫שדה‬ ‫של‬ ‫סוקר,‬ ‫זה‬ ‫מאמר‬ ‫לכך‬ ‫בהתאם‬ ‫המודרני.‬ ‫הקרב‬ ‫להפעיל‬ ‫ההחלטה‬ ‫בעת‬ ‫השיקולים‬ ‫עיקר‬ ‫את‬ ‫המזלג‬ ‫קצה‬ ‫על‬ ‫קיברנטי.‬ ‫נשק‬ ‫קיברנטי‬ ‫נשק‬ ‫בהפעלת‬ ‫שיקולים‬ ‫ותפעול‬ ‫פיתוח‬ ‫עלות‬ ‫זמן‬ ‫כאשר‬ ‫דולרים,‬ ‫מיליארדי‬ ‫לעשרות‬ ‫לא‬ ‫אם‬ ‫למאות,‬ ‫להגיע‬ ‫עשויה‬ ‫מסורתיים,‬ ‫לחימה‬ ‫אמצעי‬ ‫פיתוח‬ ‫עלות‬ ‫ע‬ ‫הייצור‬ ‫עלות‬ ‫אף‬ . ‫שנים‬ ‫לעשרות‬ ‫אף‬ ‫פעם‬ ‫לא‬ ‫להגיע‬ ‫עשוי‬ ‫הפיתוח‬ ‫נמוכים‬ ‫לא‬ ‫בסכומים‬ ‫להסתכם‬ ‫שויה‬ ‫של‬ ‫לעלות‬ ‫בנקל‬ ‫להגיע‬ ‫עשוי‬ ‫מסורתיים‬ ‫לחימה‬ ‫באמצעי‬ ‫השימוש‬ ‫כי‬ ‫לציין‬ ‫ראוי‬ ‫כאשר‬ ‫לפריט,‬ 10,000 -30,000 ‫חידוש‬ ‫המחייב‬ ‫דבר‬ ‫בממוצע,‬ ‫מעשור‬ ‫נמוך‬ ‫מסורתיים‬ ‫לחימה‬ ‫אמצעי‬ ‫חיי‬ ‫אורך‬ ‫אף‬ ‫לשעה.‬ ‫דולר‬ ‫תקופתי.‬ ‫באופן‬ ‫מלאי‬ ‫בש‬ ‫בוצעו‬ ‫אשר‬ ‫מחקרים‬ ‫למספר‬ ‫בהתאם‬ ‫ה‬ ‫פיתוח‬ ‫עלות‬ ‫כי‬ ‫התגלה‬ ‫האחרונות,‬ ‫נים‬ -Stuxnet ‫בכ‬ ‫מוערכת‬ -10-20 ‫קיברנטי,‬ ‫בנשק‬ ‫ולהשתמש‬ ‫לפתח‬ ‫ניתן‬ ‫בהם‬ ‫רבים‬ ‫מקרים‬ ‫ישנם‬ ‫כי‬ ‫מציג‬ ‫אשר‬ ‫דבר‬ ‫דולר,‬ ‫מיליון‬ ‫תקציב‬ ‫בהשקעה‬ ‫צורך‬ ‫ללא‬ ‫וזאת‬ ‫מדובר‬ ‫יחסית,‬ ‫גבוהה‬ ‫לא‬ ‫בעלות‬ ‫מדובר‬ ‫כי‬ ‫העובדה‬ ‫לאור‬ ‫גבוהה.‬ ‫ית‬ ‫וטרור.‬ ‫פשיעה‬ ‫ארגוני‬ ‫כדוגמת‬ ‫ענף,‬ ‫כלכלי‬ ‫גב‬ ‫בעלי‬ ‫שאינם‬ ‫רבים‬ ‫גורמים‬ ‫עבור‬ ‫אידיאלי‬ ‫בפתרון‬ ‫קיברנטי‬ ‫בנשק‬ ‫והשימוש‬ ‫המכירה‬ ‫הפיתוח,‬ ‫אנונימיות‬ ‫א‬ ‫לפתח‬ ‫ניתן‬ ‫ולפיכך‬ ‫וזמן,‬ ‫גיאוגרפי‬ ‫מקום‬ ‫תלוי‬ ‫אינו‬ ‫קיברנטי‬ ‫נשק‬ ‫פיתוח‬ ‫גורמי‬ ‫בין‬ ‫ישיר‬ ‫קשר‬ ‫ללא‬ ‫אף‬ ‫ותו‬ ‫הציבור,‬ ‫למרבית‬ ‫רבות‬ ‫שנים‬ ‫מזה‬ ‫זמינים‬ ‫קיברנטי‬ ‫נשק‬ ‫לפיתוח‬ ‫האמצעים‬ ‫מרבית‬ ‫למעשה,‬ ‫הלכה‬ ‫הפיתוח.‬ ‫אפקטיבי.‬ ‫קיברנטי‬ ‫נשק‬ ‫כיום‬ ‫לפתח‬ ‫יכולים‬ ‫ממוצעים‬ ‫טכניים‬ ‫כישורים‬ ‫בעל‬ ‫גורמים‬ ‫ואף‬ ‫כדוגמת‬ ‫וירטואלי,‬ ‫מטבע‬ ‫מבוססות‬ ‫תשלום‬ ‫אפשרויות‬ ‫ביטקוין‬ ‫נשק‬ ‫של‬ ‫ורכישה‬ ‫מכירה‬ ‫תהליכי‬ ‫על‬ ‫מקלות‬ ‫שחקנים‬ ‫בין‬ ‫קיברנטי‬ ‫נשק‬ ‫של‬ ‫ורכישה‬ ‫מכירה‬ ‫של‬ ‫מגמה‬ ‫לזהות‬ ‫ניתן‬ ‫ולפיכך‬ ‫השחור",‬ ‫ב"שוק‬ ‫קיברנטי‬ ‫מדינות‬ ‫אף‬ ‫כי‬ ‫פעם‬ ‫לא‬ ‫התגלה‬ ‫ההפתעה‬ ‫למרבה‬ ‫כאשר‬ ‫שונים,‬ ‫לדיון‬ ‫עלה‬ ‫שמה‬ ‫אשר‬ ‫אייזרביג'ן‬ ‫(כדוגמת‬ ‫ל‬ ‫הפריצה‬ ‫בפרשת‬ -Hacking Team ‫רוכשות‬ ) ‫ומגוונים.‬ ‫שונים‬ ‫ממקורות‬ ‫קיברנטי‬ ‫נשק‬ 3 ‫המונח‬ Cyber Warfare ‫נוסף‬ ‫עברי‬ ‫לתרגום‬ ‫זכה‬ -‫קיברנטית".‬ ‫"לוחמה‬ ‫שיקולים‬ ‫בפיתוח‬ ‫והפעלת‬ ‫נשק‬ ‫קיברנטי‬ sper.co.il www.DigitalWhi ‫גליון‬ 63 , ‫אוגוסט‬ 2015 3 ‫אי‬ ‫על‬ ‫מטבעו‬ ‫מקשה‬ ‫הקיברנטי‬ ‫המרחב‬ ‫מאמצים‬ ‫אלו‬ ‫שחקנים‬ ‫כאשר‬ ‫ביחוד‬ ‫השחקנים,‬ ‫פעילות‬ ‫תור‬ ‫ולפגוע‬ ‫לאתר‬ ‫ניכר‬ ‫קושי‬ ‫ישנו‬ ‫וביטחון‬ ‫אכיפה‬ ‫לגורמי‬ ‫לפיכך,‬ ‫והסוואה.‬ ‫עמימות‬ ‫חמקנות,‬ ‫של‬ ‫טכניקות‬ ‫תוך‬ ‫מתבצעות‬ ‫הקיברנטיות‬ ‫התקיפות‬ ‫מרבית‬ ‫כי‬ ‫לזכור‬ ‫יש‬ ‫כאשר‬ ‫קיברנטי,‬ ‫בנשק‬ ‫המשתמשים‬ ‫בשחקנים‬ ‫את‬ ‫מקטין‬ ‫אשר‬ ‫דבר‬ ‫יחסית,‬ ‫קצר‬ ‫זמן‬ ‫ו‬ ‫האכיפה‬ ‫גורמי‬ ‫ע"י‬ ‫התקיפה‬ ‫יוזם‬ ‫לאיתור‬ ‫ההסתברות‬ ‫ה‬ ‫ביטחון.‬ ‫קיברנטי‬ ‫נשק‬ ‫של‬ ‫קצר‬ ‫חיים‬ ‫אורך‬ ‫או‬ ‫תוקנה‬ ‫שלא‬ ‫פגיעות‬ ‫של‬ ‫קיומה‬ ‫כדוגמת‬ ‫מהותיים,‬ ‫פקטורים‬ ‫במספר‬ ‫תלויה‬ ‫הקיברנטי‬ ‫הנשק‬ ‫של‬ ‫הצלחתו‬ ( ‫ידועה‬ ‫לא‬ ay Attack Zero D ‫אבטחה‬ ‫מנגנוני‬ ‫מימוש‬ ‫אי‬ ‫לרעה,‬ ‫לניצול‬ ‫ניתן‬ ‫אשר‬ ‫אבטחה‬ ‫במעגל‬ ‫כשל‬ ,) ‫לבחון‬ ‫שחקן‬ ‫כל‬ ‫ועל‬ ‫יחסית,‬ ‫צר‬ ‫הזדמנויות"‬ ‫"חלון‬ ‫לשחקן‬ ‫משאירה‬ ‫המחשוב‬ ‫בעולם‬ ‫הדינמיות‬ ‫אנושי.‬ ‫וכשל‬ ‫ברשותו‬ ‫אשר‬ ‫הקיברנטי‬ ‫הנשק‬ ‫סגירתו,‬ ‫שלאחר‬ ‫הצר,‬ ‫ההזדמנויות"‬ ‫"חלון‬ ‫את‬ ‫לנצל‬ ‫ומסוגל‬ ‫רוצה‬ ‫הוא‬ ‫האם‬ ‫תועלת.‬ ‫חסר‬ ‫יהיה‬ ‫איכות‬ ‫במטרות‬ ‫התמקדות‬ ‫ב"מטרות‬ ‫הצבאית)‬ ‫בעגה‬ ‫(להתביית‬ ‫להתמקד‬ ‫היכולת‬ ‫הינו‬ ‫הקיברנטי‬ ‫הנשק‬ ‫של‬ ‫הבולטים‬ ‫היתרונות‬ ‫אחד‬ ‫רוצה‬ ‫המותקף.‬ ‫הארגון‬ ‫תשתית‬ ‫על‬ ‫הרוחבית‬ ‫ההשפעה‬ ‫צמצום‬ ‫תוך‬ ‫מוגדרות,‬ ‫מטרות‬ ‫השגת‬ ‫לשם‬ ‫איכות"‬ ‫הפע‬ ‫של‬ ‫החשיפה‬ ‫חתך‬ ‫את‬ ‫מצמצמת‬ ‫זו‬ ‫פעולה‬ ‫שיטת‬ ‫לומר,‬ ‫כמו‬ ‫איתורה.‬ ‫על‬ ‫המקשה‬ ‫דבר‬ ‫העוינת,‬ ‫ילות‬ ‫הוודאות‬ ‫את‬ ‫מגדיל‬ ‫קיברנטי‬ ‫בנשק‬ ‫להשתמש‬ ‫בוחר‬ ‫אשר‬ ‫השחקן‬ ‫איכות,‬ ‫במטרות‬ ‫התמקדות‬ ‫באמצעות‬ ‫כן,‬ ‫במטרות‬ ‫התמקדות‬ ‫זאת,‬ ‫עם‬ ‫גבוה.‬ ‫יהיה‬ ‫המותקף‬ ‫לשחקן‬ ‫יגרם‬ ‫אשר‬ ‫הנזק‬ ‫תצלח,‬ ‫התקיפה‬ ‫כי‬ ‫במקרה‬ ‫כי‬ ‫קושי‬ ‫רף‬ ‫מעמידה‬ ‫ואף‬ ‫מדויק,‬ ‫מודיעין‬ ‫מחייבת‬ ‫איכות‬ ‫רבים‬ ‫שבארגונים‬ ‫מכיוון‬ ‫וזאת‬ ‫לחציה,‬ ‫יותר‬ ‫גבוה‬ ‫פוטנציאליות.‬ ‫איכות‬ ‫כמטרות‬ ‫מוגדרות‬ ‫אשר‬ ‫ישויות‬ ‫על‬ ‫הגנה‬ ‫לשם‬ ‫רבות‬ ‫מפצות‬ ‫בקרות‬ ‫מוטמעות‬ ‫ודיסאינפורמציה‬ ‫פעילות‬ ‫שיבוש‬ ‫פעילות‬ ‫של‬ ‫שיבוש‬ ‫מאפשר‬ ‫הקיברנטי‬ ‫הנשק‬ ‫במחשוב,‬ ‫גוברת‬ ‫תלות‬ ‫יצר‬ ‫המידע‬ ‫עידן‬ ‫כי‬ ‫העובדה‬ ‫לאור‬ ‫שירו‬ ‫של‬ ‫נורמלית‬ ‫מכך,‬ ‫יתרה‬ ‫תקין.‬ ‫באופן‬ ‫פועל‬ ‫עסקי‬ ‫השירות‬ ‫כי‬ ‫למפעיל‬ ‫אשליה‬ ‫יצירת‬ ‫תוך‬ ‫עסקי,‬ ‫ת‬ ‫ו‬ ‫נתונים‬ ‫שינוי‬ ‫באמצאות‬ \ ‫כדוגמת‬ ‫עסקיות,‬ ‫במערכות‬ ‫(דיסאינפורמציה)‬ ‫כוזב‬ ‫מידע‬ ‫הזנת‬ ‫או‬ Big Data , ‫קבלת‬ ‫תהליך‬ ‫על‬ ‫להשפיע‬ ‫יכול‬ ‫התוקף‬ ‫השחקן‬ ‫לטעויות‬ ‫לגרום‬ ‫עשוי‬ ‫אשר‬ ‫דבר‬ ‫המותקף,‬ ‫בשחקן‬ ‫ההחלטות‬ ‫אחרת,‬ ‫דוגמא‬ ‫ואופטימלי.‬ ‫אפקטיבי‬ ‫לא‬ ‫בפתרון‬ ‫גבוהה‬ ‫השקעה‬ ‫על‬ ‫החלטה‬ ‫קבלת‬ ‫כדוגמת‬ ‫אסטרטגיות,‬ ‫לפעילות‬ ‫סד"כ‬ ‫מבחינת‬ ‫נכונה‬ ‫לא‬ ‫הערכות‬ ‫לחימה‬ ‫להוביל‬ ‫עשויה‬ ‫הפיסי‬ ‫במרחב‬ ‫להתרחש‬ ‫האמורה‬ ‫היכ‬ ‫את‬ ‫אציין‬ ‫אחרונה‬ ‫וכדוגמא‬ ‫גורפת.‬ ‫לתבוסה‬ ‫ע"י‬ ‫וזאת‬ ‫פלונית,‬ ‫במדינה‬ ‫כלכלית‬ ‫אנדרלמוסיה‬ ‫ליצור‬ ‫ולת‬ ‫ו‬ ‫הפיננסיות‬ ‫במערכות‬ ‫כוזב‬ ‫מידע‬ ‫הזנת‬ \ ‫המדיה.‬ ‫או‬ ‫המפעיל.‬ ‫הגורם‬ ‫של‬ ‫האמיתיים‬ ‫הפרטים‬ ‫להסתיר‬ ‫אפשרות‬ ‫מתן‬ ‫תוך‬ ‫וזאת‬ ‫מודיעין,‬ ‫מקורות‬ ‫גיוס‬ ‫על‬ ‫התחזות‬ ‫באמצעות‬ ‫ואף‬ ‫בדויות,‬ ‫בזהויות‬ ‫שימוש‬ ‫באמצעות‬ \ ‫לבצע‬ ‫יכולים‬ ‫שונים‬ ‫גורמים‬ ‫זהויות,‬ ‫גניבת‬ ‫מעשי‬ ‫הונאה‬ ( Fraud ) ‫והלבנת‬ ‫הון‬ ( Money Laundering ) ‫להע‬ ‫מטרתם‬ ‫אשר‬ ‫התוקף.‬ ‫הצד‬ ‫את‬ ‫שיר‬ ZeuS Trojan 5 ‫של‬ ‫האימות‬ ‫פרטי‬ ‫את‬ ‫לגנוב‬ ‫לתוקף‬ ‫מאפשר‬ ‫אשר‬ ‫קיברנטי‬ ‫תקיפה‬ ‫לכלי‬ ‫קלאסית‬ ‫דוגמא‬ ‫מהווה‬ ‫הקורבן.‬ ‫בשם‬ ‫פיננסיות‬ ‫פעולות‬ ‫לבצע‬ ‫לתוקף‬ ‫לאפשר‬ ‫ובכך‬ ‫פלוני,‬ ‫אדם‬ ‫של‬ ‫הבנק‬ ‫חשבון‬ ‫עמימות‬ ‫רב‬ ‫קושי‬ ‫ישנו‬ ‫ולפיכך‬ ‫יחסית,‬ ‫בקלות‬ ‫להסתרה‬ ‫ניתן‬ ‫הקיברנטי‬ ‫הנשק‬ ‫ארסנל‬ ‫הפרקטיות‬ ‫היכולות‬ ‫מהן‬ ‫לדעת‬ ‫ואף‬ ‫המקורי,‬ ‫המפתח‬ ‫את‬ ‫המזהים‬ ‫סממנים‬ ‫ללא‬ ‫קיברנטי‬ ‫נשק‬ ‫לייצר‬ ‫ניתן‬ ‫כי‬ ‫העובדה‬ ‫לאור‬ ‫פלוני.‬ ‫גוף‬ ‫של‬ ‫מכתובת‬ ‫הנשק‬ ‫הפעלת‬ ‫(כדוגמת‬ ‫אנונימי‬ ‫באופן‬ ‫קיברנטי‬ ‫בנשק‬ ‫להשתמש‬ ‫ניתן‬ IP ‫מדינה‬ ‫שם‬ ‫על‬ ‫הרשומה‬ ‫שלישי‬ ‫לצד‬ ‫גרימה‬ ‫זרה,‬ ‫הצדדים‬ ‫בין‬ ‫בסכסוך‬ ‫מעורב‬ ‫שאינו‬ ‫ל‬ ‫את‬ ‫הפעיל‬ ‫ה‬ ‫על‬ ‫המקשה‬ ‫דבר‬ ‫קיברנטי),‬ ‫נשק‬ ‫התוקף‬ ‫מיהו‬ ‫להוכיח‬ ‫המותקף‬ ‫הצד‬ 6 ‫בנשק‬ ‫כוזבים‬ ‫מזהים‬ ‫סממנים‬ ‫שתילת‬ ‫באמצעות‬ ‫מכך,‬ ‫יתרה‬ . ‫לפיכך‬ ‫לתקיפה.‬ ‫כלל‬ ‫קשור‬ ‫שאינו‬ ‫שלישי,‬ ‫צד‬ ‫בגורם‬ ‫יחשוד‬ ‫המותקף‬ ‫שהצד‬ ‫לכך‬ ‫לגרום‬ ‫ניתן‬ ‫הקיברנטי‬ ‫ואף‬ ‫ומתיחות,‬ ‫חשדנות‬ ‫ביצירת‬ ‫לסייע‬ ‫יכול‬ ‫הקיברנטי‬ ‫הנשק‬ ‫בין‬ ‫רצוני‬ ‫לא‬ ‫עימות‬ ‫לייצר‬ ‫מסוימים‬ ‫במקרים‬ ‫ביניהם.‬ ‫היחסים‬ ‫מערכת‬ ‫את‬ ‫להחריף‬ ‫תכננו‬ ‫לא‬ ‫במקור‬ ‫אשר‬ ‫גורמים‬

In this paper, the dimensions of the new paradigm, the paradigm of complexity and its impact on strategic management are examined. The results of this study show that, since the fundamental issue of strategic management in turbulent environments is to achieve creativity which can adapt with a turbulent environment as well as maintaining stability, strategic management in complexity paradigm will not be a rational formulation of the strategic plan which is then implemented and controlled. In this paradigm, however, the creation of strategy should be an emergent and self-organized process that arises from spontaneous group discussion between directors and managers on strategic issues. Implementation of strategies should also be flexible and at the same time, orderly. Decision-making should be decentralized, and provide and facilitate learning and experiencing. Also, the personnel should be encouraged to change. The control should be done locally and through the personnel. Managers must provide members with the information needed for this approach and exert control through the members or their teams.

Strategic planning, an umbrella term used to include and summarize such activities as planning, performance measurement, program budgeting, and the like, has proven to be very useful but limited. It is a technical fix that gets at only part of the question of organizational effectiveness and only deals with some of the dilemmas organizations face. The efforts of public administrators to control organizational endeavors are essential, necessary, and aligned with current best practices. But the control mechanisms ultimately prove to be only part of the puzzle. In the face of such realities, the notion of strategic thinking emerges to fill the gaps and overcome the limitations that experience with strategic planning has proven to exhibit. This paper presents an integration of leadership ideas, strategic thinking and traditional planning activities in an effort to make important connections and important distinctions. The result is an outline of the foundations of strategic thinking.

Over the past four decades, information technology (IT) has had a profound e!ect on the US economy, resulting in a shift from a manufacturing to an information economy. This e!ect, however, has also produced what may be labeled the paradox of IT productivity. While the percentage of a "rm's budget spent on IT continues to increase, there is increasing evidence that "rms fail to obtain the bene"ts of these expenditures within the anticipated time frame. The reason for delays in obtaining the bene"ts is due to management's failure to strategically leverage the full potential of IT and their failure to overcome resistance to change. These problems are discussed in depth and solutions for them are suggested.

The case below was originally drafted and developed by a group of scholars in their monumental book " Business Policy: Managing Strategic Processes ". In that book, Bower, Bartlett, Uyterhoeven, and Richard highlight many key cases worth reading by every Strategist. In the majority of instances, these cases cover over 15 pages of fine print. This paper highly summarizes these many pages into a little over two pages. Principally, the Asahi Breweries case highlights strategic maneuvers that a Breweries company engaged in to get or recover the once lost dominant share of the Japanese market. These lessons are valuable for every Strategist, despite different contexts and circumstances that confront them.

Powerful forces of disruption are penetrating the core concepts of strategic thinking and the strategy education industry. .
Traditional strategic thinking literature and instruction material rest on a solid base of concepts developed by authors from Ansoff and Drucker to Porter , Mintzberg and Prahalad. Their concepts lasted for decades and their literature is a standard feature of business school strategy teachings until this very day. Disruptive forces are changing this situation, however, Generic and functional disruptive forces from boundary breaking technologies, and norm shaking sociology to  rule breaking economics and unsettling political shifts, have  gone a long way towards introducing new paradigm..
The following article provides an attempt at identifying those concepts worn out by new realities or end game concepts, and those others constituting a novel thrust. And the impact of this shift on strategy instruction frameworks.
The article draws a picture of possible future consequences as well. Those include research prospects, curricula implications and competency gaps. This could have far reaching impact on approach and contents of strategic thinking.
The article draws on past work on strategic thinking as well as contemporary work on emerging technologies especially artificial intelligence.
**Statement** **Dear scholars, Dr. Allison Qiu is a director at Journal of American Academic Research, USA (JAAR publishing center): www.american-journals.com **She is also the administrator for the Academia account at JAAR publishing center, so she is not one of the authors of any listed articles (published at JAAR) at Academia. **Please don't misunderstand it because her name will show in all articles ( published at JAAR publishing center) listed in Academia.

Purpose-This paper seeks to present new insights into strategic thinking, proposing a model of strategic thinking competency. Design/methodology/approach-To find new knowledge, the research applies the Straussian grounded theory research method using multiple sources and techniques of data inquiry: in-depth interviews, observations, literature review, and related published documents. The sample cases are business leaders of leading high growth companies in their respective markets, representing eleven different industries in Thailand. Findings-Among many new knowledge, the study found seven characteristics of strategic thinking that impacts strategy formulation, strategic actions, and business performance: conceptual thinking ability, visionary thinking, analytical thinking ability, synthesizing ability, objectivity, creativity, and learning ability. This set of abilities and skilled are termed "strategic thinking competency". Research limitations/implications-In-depth interview data inquiry method has potential bias towards positive information. Although the study covers many industries, the small number of sample cases limits degree of generalization. A constraint of qualitative research method in interpretation of the results is reduced by comparing empirical results to the literature. Practical implications-The "strategic thinking competency" model offers a framework for developing strategic thinking of business leaders and managers which contributes to better strategy and better business performance. Human resource developers may apply the model for designing training programs to develop better strategic thinkers. Social implications-Better strategic thinking could help improving efficiency and effectiveness of business and general management. Originality/value-The study introduces a model of "Strategic Thinking Competency" with seven characteristics, proposing a new way of defining strategic thinking.

PurposeThe purpose of this paper is to investigate the nine‐point strategic leadership characteristics of Malaysian Quality National Primary School Leaders (QNPSL) and to indicate the implications of these findings for the current educational management and leadership practices in their quest for Malaysian quality education.Design/methodology/approachThe study selected 600 senior management team members from 150 schools to complete a seven‐page questionnaire survey and eventually managed to collect back 420 completed survey questionnaires. The study employed SPSS 15.0 and a full‐fledged Structural Equation Modeling (SEM) software Analysis of Moment Structures (AMOS) version 16.0 to confirm the dimensionality and the psychometric properties of the scale, as well as to test the research hypotheses.FindingsDespite what Davies and Davies suggested, the results confirm that the Malaysian QNPSL do not possess three out of nine predetermined characteristics of a strategic leader such as wi...

In recent years, militaries around the world have recognised the need to rapidly increase investments in artificial intelligence (AI) technologies and examine the potential ways it may be employed in future warfighting. Over time, AI will likely infuse most military equipment and enable the battlespace. Yet, there is still much to be determined in terms of the application and management of AI as a military capability.

This paper considers these issues and proposes operational level defensive and offensive concepts for an AI-enabled battlespace. He then explores how these concepts may be applied to the traditional sea, land and air domains. The intent is to stimulate discussion and new ways of thinking about how AI may be employed in the future and how to begin preparing for that future now.

Proces strateškog menadžmenta predstavlja osnovni fokus izučavanja discipline strateškog menadžmenta. Oblikovanje, implementacija i kontrola prihvaćeni su kao osnovni elementi procesa strateškog menadžmenta. No, postoje disperzna razmišljanja o načinu i pristupu osmišljavanja procesa strateškog menadžmenta. Različitosti u pristupu podrazumijevaju i različitosti u shvaćanju, ponašanju, odlukama, načelima i to dovodi do toga da se isti predmet istraživanja doživljava na toliko različite načine da postaje upitno govori li se uopće o istom predmetu. U moru različitih stručnih i znanstvenih sugestija i primjera škole strateškog menadžmenta predstavljaju pokušaj sinteze tih ideja i razmišljanja grupiranjem sličnih i srodnih pristupa u istu školu strateškog menadžmenta. No, osim toga znanstveni fokus obuhvatio je i samo izvorište različitosti- izučavanje strateškog načina razmišljanja o procesu strateškog menadžmenta. Strateško razmišljanje trebalo bi biti conditio sine qua non strateškog menadžmenta i preduvjet za početak oblikovanja procesa strateškog menadžmenta. Tada bi se metaforički rečeno, gledajući kroz iste naočale isti predmet istraživanja mogao dokučiti i strukturirani komponente svojstvene strategiji i procesu strateškog menadžmenta. Predložene škole i grupiranje ideja unutar škola strateškog menadžmenta predstavljaju subjektivni stav o logičnim i suštinski bitnim vezama odnosno razlikama među školama strateškog menadžmenta. Kriteriji raščlanjivanja škola su povijesni razvoj misli o strateškom menadžmentu (klasična koja objedinjava rudimentarne spoznaje o strateškom menadžmentu i suvremena kao zajednički nazivnik za trenutna usmjerenja i trendove u izučavanju strateškog menadžmenta) i uloga poduzeća u kreiranju svoje budućnosti (pasivna uloga poduzeća-društvena i aktivna uloga poduzeća-konkurentska škola). Empirijsko istraživanje prisutnosti i utjecajnosti škola strateškog menadžmenta u hrvatskoj poslovnoj praksi provedeno je na bazi teorijskih konstrukta četiriju predstavljenih škola strateškog menadžmenta. Na uzorku srednjih i velikih poduzeća Primorsko-goranske županije ispitane su najutjecajnije škole strateškog menadžmenta. Mjerne karakteristike upitnika pokazale su kako je upitnik pouzdan, a faktorska analiza izdvojila je tri zasebna faktora u okviru škola strateškog menadžmenta. Kako je u teorijskom dijelu bilo izdvojeno četiri konstrukta, istraživanje je pokazalo kako je uz statističku signifikantnost moguće izdvojiti samo tri konstrukta. Prema rezultatima istraživanja konkurentska i suvremena škola strateškog menadžmenta pokazale su kako se njihov sadržaj međusobno isprepliće i kako tvore jedan konstrukt. Prilikom mjerenja aritmetičkih vrijednosti je s najvišom ocjenom ocjenjena klasična, zatim društvena, a tek potom konkurentsko-suvremena škola. Aritmetičke vrijednosti su bile gotovo ujednačene što govori o prisustvu svih triju škola strateškog menadžmenta. Povezanost demografskih varijabli i odabranih škola strateškog menadžmenta pokazala se statistički signifikantan samo u broju zaposlenih kod odabira konkurentsko-suvremene škole. Pa, tako porastom broja zaposlenih ispitanici su manje skloni slaganju s tvrdnjama konkurentsko-suvremene škole. Buduća istraživanja u području škola strateškog menadžmenta zasigurno će krenuti u nekoliko smjerova. Prije svega potrebno je uvidjeti utjecajnost škola strateškog menadžmenta u drugim županijama Republike Hrvatske i vidjeti da li se rezultati dobiveni u Primorsko-goranskoj županiji mogu poistovjetiti sa rezultatima na razini države. Osim toga valjalo bi ispitati uspješnost korištenja pojedinih škola strateškog menadžmenta korelacijom financijskih pokazatelja uspješnosti poduzeća i odabranih škola strateškog menadžmenta. Isto tako valjalo bi ustanoviti načine kombiniranja škola strateškog menadžmenta u pojedinim poduzećima i situacije u kojima se koriste pojedine škole. Valjalo bi istražiti kontingencijske faktore koji utječu na njihov odabir. Time bi se približili razumijevaju korištenju škola u poduzetničkoj praksi. Nakon detaljnih razdioba, grupiranja i utvrđivanja međusobnih različitosti valja uočiti razvojni put sazrijevanja teoretika u smjeru kombiniranja, nadopunjavanja i objedinjavanja različitih škola strateškog menadžmenta. Studije su pokazale kako ona poduzeća koja su sposobna oblikovati proces strateškog menadžmenta samo na jedan način, postavljaju sama sebi ograničenja. S druge strane, poduzeća koja umiju kombinirati nekoliko različitih pristupa, mogu smanjiti mogućnost zanemarivanja događaja i omogućiti poboljšano djelovanje. Stoga pitanje koje se sada postavlja pred teoretičare i što predstavlja izazove u istraživanju strateškog menadžmenta u budućnosti je umijeće kombiniranja postojećih škola strateškog menadžmenta i osmišljavanja novih pogleda, kako bi sagledavali novim očima stare stvari i ponešto posve novo...

Es ist in der Berliner Debatte zum Ritual geworden, nach mehr Strategie in der deutschen Außenpolitik zu rufen. Es mangele an Spielräumen und an dem Willen, internationale Politik zu gestalten. Aber ist strategische Außenpolitik in der heutigen vernetzten und komplexen Welt überhaupt noch möglich?

Ziel dieses Policy Briefs ist es, die allgemeine Klage, deutsche Außenpolitik sei „zu wenig strategisch“, durch eine Problemanalyse genauer zu fassen, Freiräume für strategisches Handeln zu identifizieren und pragmatische Vorschläge für eine bessere strategische Zielfindung und Ergebnisorientierung vorzustellen.

Der Anspruch ist, dass diese Vorschläge sowohl den Besonderheiten deutscher Außenpolitik gerecht werden als auch den Herausforderungen, mit denen die handelnden Akteure konfrontiert sind.

1.1 ABSTRACT:
The purpose of this paper is to comprehensively evaluate the statement in relation to the changing ideas of strategic thinking by explaining how it exists within an organization’s approach to strategic management. We will delve into what systems thinking is all about, discuss on it’s approaches, provide a perspective on complexity and how this should transform our view of thinking about strategy. In line with complex perspectives, this paper will discuss modelling complexity through complex adaptive systems as well as provide the practice perspective of strategic thinking.

1.2 INTRODUCTION:
"Strategy is the direction and scope of an organisation over the long term which achieves advantage for the organisation through its configuration of resources within a changing environment to meet the needs of markets and to fulfill stakeholder expectations." - (Johnson, Scholes & Whittington, 2011)
In today’s dynamic world, the business environment is quite complex and multi-faceted and this environment has a far-reaching impact. Strategy as a whole has been a unique tool as every organization has systems and strategies in place in order to achieve their goals. Combined, the vision, mission and values statements provide the essential context for the development and execution of strategy.
According to Michael Porter, “Strategy means deliberately choosing a different set of activities to deliver a unique mix of value”. “It is extremely difficult to develop a unique strategy for a company, and if the strategy is truly different, it is probably highly risky. Execution really is the critical part of a successful strategy. Getting it done, getting it done right, getting it done better than the next person, is far more important than dreaming up new visions of the future” – Louis Gerstner, IBM.
Strategy is about being different. A firm’s strategy describes a way in which it will compete in the marketplace against rivals; for public sector and charitable/ NGO organizations, it serves as the road map to reach their ambitions. It is of course, the organization charts, the journey it imagines and the steps it will take. Strategy is built upon a range of insights, experiences, objectives, expertise and expectations. When ready, it sets forth the general direction as well as an action plan in pursuit of the identified goals.

In contexts where competition is intense, growth is rapid, innovation is abundant, local conditions are idiosyncratic, and technological options are increasingly complex, the marketing manager needs to understand the dynamic forces that influence the structure of the industry in order to assess the market strategic value. The problems are made even more difficult when much of the information available is qualitative, not quantitative. In order to reduce endless complexities and produce manageable simplicities, the study proposes a workable systems methodology and a holistic frame of reference that allows managers to focus on relevant issues and avoid the endless search for more details, while drowning in proliferating useless information. This paper presents two cases illustrating systems approaches to marketing strategy and decision-making. The purposes are to contrast a qualitative mapping theory building approach and a quantitative group model building approach to help client groups think systemically about marketing dynamics, and to draw out implications for research and practice in marketing strategy.

(eds.), International Relations Theory and the End of the Cold War, cit., p. 2. Anche Peter Katzenstein affermò che "è difficile negare che le esistenti teorie delle relazioni internazionali sono state deplorevolmente incapaci di spiegare un'importante rivoluzione nella politica mondiale".

In a world dominated by half-truths, illogic, and intellectual laziness, Think Better helps readers understand what reason is and how to use it well.

Reason is a powerful tool not only for finding our way in an increasingly complex world but also for growing intellectually and emotionally. This short, accessible volume unlocks the dynamics of human reason, helping readers to think critically and to use reason confidently to solve problems. It enables readers to think more clearly and precisely about the world and tackles a number of profound philosophical questions without getting bogged down with jargon. Topics include knowledge, identity, leadership, creativity, and empathy.

Written in an accessible style that integrates philosophy, illustrations, personal anecdotes, and statistical data, this book is well suited for use in undergraduate, classical school, and home school contexts. It is an invaluable guide for anyone interested in gaining better reasoning skills and a more rational approach to life.

eds., Evolution and the human mind: Language, modularity and meta-cognition. Cambridge U.P. 2000, pp 218-237 0. where I'm going The theme of this chapter is that some seemingly arcane philosophers' disputes about the nature of rationality are relevant to questions about the evolution of strategic thinking in our species. By strategic thinking I mean, roughly, the kinds of cognitive processes that an agent uses in order to choose an action or a strategy in a situation involving other agents, taking account of the fact that the others are also choosing acts or strategies in the light of the same factors.

Abstract Mental models which is figured by Senge in his book “The Fifth Discipline” published in 1990 was mentioned as a proper way of thinking for the learning organizations in every step of the management. In this study the generation of mental model configuration process is deeply defined and dimensions of the model is explained. The relation between Argyris’ left column, facing with reality and learning organization has been stated in this study and the variables of these theories and their connections within organizations increased the quality of forming mental models as a result.

إن الحديث عن التنمية الحضارية الشاملة و المتوازنة والاستراتيجية هو حديث في صميم التخطيط والتوجيه والتسيير المتوازن والمنظم لطاقات وإمكانات مجتمع ما ، فكل مجتمع يمتلك مجموعة من الإمكانات والطاقات البشرية والمادية والفكرية والروحية التي تتيح له فرصة بناء ذاته وتشكيل حضارته المتوازنة والتي تحتاج إلى رؤية متكاملة واستراتيجيات واضحة ومناهج علمية ومشاريع دقيقة ، كما أن النهضة الحضارية الشاملة تقتضي أن يكون المجتمع على وعي بقدراته وظروفه وأحواله وتراثه وقيمه وثقافته وعلى وعي بالتطورات التي تحدث خارج مجاله الجغرافي والفكري والحضاري وتعتبر التجربة الماليزية في مجال التنمية من ابرز التجارب التي يشار اليها بالبنان خصوصا التعاطي الماليزي مع تطوير مواردها البشرية وكيف ارتقت بالتدريب التقني والمهني لتجاوز الكثير من العقبات والتحديات التي لا تزال تجابه أغلب دول العالم الثالث وتحول وتعوق بينها وبين التقدم الى مصاف الدول المتقدمة صناعيا .
وقد قامت الخطط الاستراتيجية الماليزية على نظرية سميت بافراغ الكوب أولا فتنازلت عن أساليب التعليم البريطانية وأفرغت الكوب مما فيه تماما وتتجه لتبني أساليب التعليم اليابانية لاقترابها قيميا من ماليزيا وانطلقت في رحلتها التنموية لتحقق نهضة نموذجية على جميع الأصعدة ، فقبل الاستقلال كان الاقتصاد الماليزي يعتمد على إنتاج السلع الأولية من زيت النخيل والقصدير والمطاط والكاكاو والأخشاب وإمداد الدول الصناعية بالمواد الخام وفي مطلع السبعينات بدأت مرحلة التصنيع في ماليزيا مع التأكيد على الصناعت ذات الكثافة في الأيدي العاملة وعمليات التجميع وشهدت الثمانينات الإسراع في عملية التصنيع ووضع أول خطة رئيسية للتصنيع تبعتها الخطة الثانية الرئيسية للتصنيع حيث تحول التركيز إلى التكنلوجيا المتقدمة وزيادة رؤوس الأموال وتطوير تكنلوجيا المعلومات ودعم الصناعات ذات التوجه للتصدير.

This book deals with two types of modern learning strategies emanating from neuroscience and memory research, interleaved Learning Strategy (IL) and Spaced Learning Strategy (SL) to stimulate neural pathways to retain information on long-term memory for learners with learning disabilities (LD), with a integrated blended learning environment (BL) using MS Teams. The book also addressed relevant learning theories such as BBLT brain-based learning theory, behavioral theory, structural theory, information processing theory, and communication learning theory, in order to raise the level of cognitive attainment and develop the mathematical thinking of learners with learning difficulties according to the model of adjusting the quality of educational design processes (Nabil Azmi,  2017), and also included (32) an explanatory form prepared by the author of the book, as well as (21) tables, and (3 supplements).

يتناول هذا الكتاب نوعين من استراتيجيات التعلم الحديثة المنبثقة من أبحاث علم الأعصاب والذاكرة، وهما استراتيجية التعلم المتشابك Interleaved Learning (IL)  و استراتيجية التعلم المتباعد Spaced Learning (SL) لتحفيز المسارات العصبية للاحتفاظ بالمعلومات بالذاكرة طويلة المدى للمتعلمين من ذوي صعوبات التعلم Learning Disabilities (LD)، ببيئة تعلم إليكتروني مدمج Blended Learning (BL) باستخدام برنامج ميكروسوفت تيمز MS Teams. وتناول الكتاب ايضاً نظريات التعلم ذات الصلة مثل نظرية التعلم المستند إلى الدماغ BBLT، والنظرية السلوكية، والنظرية البنائية، ونظرية معالجة المعلومات، ونظرية التعلم الاتصالية، وذلك لرفع مستوى التحصيل المعرفي وتنمية التفكير الرياضي للمتعلمين من ذوي صعوبات التعلم وفقاً لنموذج ضبط جودة عمليات التصميم التعليمي (نبيل عزمي، 2017)، كما تضمن الكتاب أيضاً (32) شكلاً توضيحياً من إعداد مؤلفة الكتاب، كما تضمن (21) جدولاً، و(3) ملاحق.

متوفر هذا الكتاب على الروابط التالية

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Strategic thinking can be used in any organization that wants to gain competitive advantage and it provides the agility to adapt to competition and change in the market. Mintzberg (1994) defines strategic thinking as a different way of thinking with an “integrated perspective of the organization” that uses intuition and creativity.
Goldman et al. (2010) on the other hand; years later, claiming that this explanation was not sufficient; strategic thinking is an individual thinking activity that benefits organizations, its purpose is to explore competitive strategies to position the organization significantly different from the present. In this context, strategic thinking is not seen as same as preparing a strategic plan detailing the tactics to be taken to achieve the goals and objectives. The focus of strategic thinking is expressed as the concepts of creativity and innovation. Strategic thinking, together with it, provides strategic planning and contributes to the development of visions for the future of organizations. Proper management of the change process is one of the most difficult issues for organizations. Organizations; apart from strategic thinking and strategic planning, achieve success by developing an action plan with all its departments by providing coordination throughout the entire organization. Common goals are seen as important on the road to common success. Organizations' interest in strategic thinking stems from their pursuit of defining vision, mission and goals, developing an integrated plan and developing strategic alternatives and completing operations. Johnson et al. (2006) mentions that strategic thinking is a systemic approach used to achieve institutional goals in the determination of goals and main policies. Another importance of strategic thinking in terms of organizations is that it is seen as an intellectual methodology that directs management processes and events within an organized system. The researchers who emphasized the concept of strategic thinking in international development congresses and workshops in recent years think that the approaches used in sustainable development are Reductionist and argues that most of the time, the problem is not identified correctly or it causes the problem to be relocated. It is stated that the problem of reductionism can be eliminated by "strategic thinking" in order for organizations to identify the problems correctly and to provide a sustainable progress and development.
The aim of this study is to explain the importance of strategic thinking for organizations and to reveal the effect of organizations being agile against changing environmental conditions.

One indelible lesson from the last year is that we can’t control the cards we’re dealt in life. Still, we can improve our odds by learning to play those cards more skillfully. How? By studying the best investors. They are the grand masters of probabilities. The ultimate game players, they focus relentlessly on minimizing risks, maximizing rewards, and optimizing their odds of success. But do they have anything to teach us besides making money? Can we apply their way of thinking to enhance our odds of building happy and successful lives even in times of extreme uncertainty?

Determined to answer these questions, financial writer William Green traveled the world on a quest to extract the most valuable lessons about investing and life from a pantheon of super-investors. Over 25 years, he spent hundreds of hours interviewing investment legends, including Sir John Templeton, Charlie Munger, Jack Bogle, Peter Lynch, Ed Thorp, Bill Miller, Joel Greenblatt, Will Danoff, Howard Marks, and many others. The result is Richer, Wiser, Happier: How the World’s Greatest Investors Win in Markets and Life. This landmark book is an illuminating exploration of how to think like the masters of investing—and reap the rewards financially, professionally, and personally.

“Thinking dispassionately about facts and figures, probabilities, trade-offs between risk and reward, and the paramount importance of simply avoiding catastrophe does much to explain how the savviest investors live long and prosper,” writes William.

What is also unique about the book is his emphasis on what we can learn from the greatest investors not only about how to grow rich but about how to think more rationally and live more wisely. Drawing deeply from the firsthand experiences of the best investors, Richer, Wiser, Happier shares many invaluable lessons that are both practical and profound, including:

• How to make smart decisions when nothing stays the same and the future is unknowable
• How to succeed by shamelessly borrowing other people’s best ideas
• How to build a long-term advantage by resisting the lure of instant gratification
• How to win by systematically reducing “unoriginal errors” and “standard stupidities”
• Why you should invest like Tom Gaynor if you aren’t as smart as Warren Buffett
• What we can all learn from Bill Miller’s investing and life crisis during the great financial recession in 2008-2009

Published at a time when many of us are rethinking how to live our lives, Richer, Wiser, Happier shares original and unexpected insights that will help us to improve the way we think, cope with uncertainty, assess risk, guard against our cognitive biases, learn from mistakes, rebound from setbacks, adopt smart habits whose benefits compound inexorably over time, amass resilient wealth, and build fulfilling lives that are truly abundant.

In this episode, we learn how to improve the way we think, reach decisions, assess risk, build resilience, and turn uncertainty to our advantage. The best investors are master game players who consciously maximize their odds of long-term success in markets and life while also minimizing any risk of catastrophe.

For any business to grow and prosper, managers must be able to anticipate, recognise and deal with change in the internal and external environment. This paper examines the relationship between the external environment and strategy implementation process taking into account two perspectives of analysis. The first one defines the impact of environmental characteristics on the implementation process. Respondents were asked to evaluate the level of environment uncertainty in every day business through the the level of change complexity and turbulence.

Creativity has long been considered a hallmark of Design Thinking. Yet there has been no conceptual specification and structure to guide the development and practical application of creative thought. This paper attempts to correlate various characteristics of creative thinking with the modes of purposeful thought specified in A Theory of Design thinking. 1 Ideas drawn from research and the literature on creativity are parsed according to the modes identified in the Theory. Creative dispositions appropriate to the information addressed by each mode are identified to show how design thinking can bring creativity to purposeful thought. The characteristics of creative people and how creativity is determined are discussed. A practical model for guiding the execution and study of creative thought is intended.

The strategic planning is the process of interpreting the organisational mission to establish objectives of the organisation and the means necessary to achieve these objectives with maximum effectiveness and efficiency. A broader concept is the process of planning, organising, directing, coordinating and controlling the use of resources to achieve certain objectives, taking into account the existing human and material resources (Daft 1999 ; Chiavenato 2000 , 2000; Maximiano 2004;Schermerhorn 2006). This article examines the factors that are responsible in developing an organisation to stay and generate profits in a market increasingly competitive and aggressive. Strategic planning is a key point for modern companies to remain on the market marked by complex dynamics, different changes of scenery and the fierce competition for competitors of the same branch. For the survival of organisations, it is necessary to stay competitive by obtaining profits, which can be determined by consume...

The article offers an extensive overview of the body of strategic management literature from the early stages of development up to the most recent advancements. The review of theories is grouped according to the author's classification of schools of strategic management based on two criteria; time horizon and the role of the top manager in the process of strategic management. The essence of strategic management is the process of strategic management which could be viewed in a variety of ways, perspectives forming shared but distinctive paradigms. The proposed classification and the review of theories is the qualitative solid ground for the more advanced quantitative research. The review is supported by the list of major contributions, years and names of the publications combined with a short description of focus of the specific school of strategic management.  The further research should be directed toward the more empirical, thus quantitative study which could justify the underlying logic of the theoretically proposed four schools of strategic management.

The study reviewed the development of the STQ, and employed item analysis, exploratory and confirmatory analysis on a data set of 1117 cases to confirm the constructs posited by Pisapia, Reyes-Guerra, & Coukos-Semmel in 2005.  Factor analysis confirmed their three factor structure (systems thinking – reflection – reframing). Results also indicated good internal validity and convergent/divergent properties among the subscales.

Strategic thinking is one of the most important capabilities which managers of today's organizations must possess. Holding companies, due to the kind of problems that they experience, are in serious need of managers capable of strategic thinking. The present research has been conducted with the aim of identifying the individual dimensions of strategic thinking in holding companies' managers in Iran. In this regard, a number of managers who have had the experience of being members of the board of directors or working as CEOs of these firms have been asked to express their opinions about strategic thinking and their views have been analyzed using fuzzy cognitive maps. Results suggest that having vision, ability to analyze, having systems thinking, ability to question, creativity, ability to make synergy and ability to create advantage are the main elements of strategic thinking in successful managers of holding companies. In addition, the relationships among these variables have been explained.

This study examines strategic thinking as it affects firm performance in the Nigeria context. Several studies on strategic thinking and firm performance have either revealed a positive relationship or negative relationship with firm performance of which most of these studies are carried out in developed countries. This paper therefore investigates this topic using the Nigerian business environment which has its own unique quality which differs from what is obtained from other parts of the world and as such there is need for managers of firms in Nigeria to think strategically in order to have large market share and produce goods, render services that is consumer oriented in order to gain competitive advantage in the market. Data was gathered and analysis carried out using Pearson moment correlation coefficient. It was revealed that a positive relationship exist between strategic thinking and firm performance.

This paper focuses on decision making related to the use of strategic thinking in dual sourcing. The general purpose is to present a novel approach to managing strategic moves by considering the suppliers' possible actions in terms of supply uncertainty and product substitutability by considering the buyer and the suppliers' payoffs. Strategic competitiveness is optimised by finding the optimum selling price for the buyer and suppliers as well as the innovation level through product substitutability. The results show that innovation makes procurement costs higher in dual sourcing. With respect to managerial implication, this paper suggests that the buyer should encourage innovation by offering higher incentives to the suppliers as well as imposing penalties for lack of promptness in supply. It is also suggested that strategic thinking is appropriate for mass customised and highly innovative products.