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There are many strategic "masters" in the world, but in fact, there are not many people who understand it.

It is wrong to say that strategic victory depends on tactical victory, because it does not see the main and first problem of victory or defeat in war. If there are important shortcomings or mistakes in the overall situation and the care of each stage, the war will definitely fail.

Strategic thinking is the thinking of the overall situation, which is embodied in the integrity and comprehensiveness of thinking. In layman's terms, a person with strategic thinking must have the ability or tendency to know where the center of gravity is, where the pivot is, and know when he can lose, when he can lose, when he can't lose, and when he can't lose or lose. Know when it's time to relax, take a nap, and when you have to give it your all. In short, the misappropriation of Mao Dada's words is a principle: pay attention to those important links related to the overall situation.

Strategic thinking is to think and grasp the direction of progress in the overall situation, long-term time, and from a relatively grand perspective.

Don't just keep your head down and focus on the goal or pleasure in front of you and forget about the end goal in the distance.

Fighting the world is not only tactically powerful, but also more important to grasp the general direction with strategic thinking. In fact, strategic thinking is also very important for our lives.

There are many academic definitions, such as strategic thinking, which refers to the use of systems theory, scientific military strategic thinking, and other theoretical concepts and methods to think about strategic issues and major practical issues. As well as the laws of thinking, the way of thinking and the methods of thinking that are followed in this kind of macro thinking activities, etc. To put it simply, strategic thinking is about thinking about strategic problems and thinking about problems strategically. It is a kind of high-level people's macro thinking activity.

How to develop strategic thinking skills? First of all, it is necessary to enrich knowledge. It is difficult to think strategically without a wealth of knowledge. A strategist is not necessarily an expert in all aspects, but he must be a miscellaneous person with profound common sense; Experience is very important, and at the same time, we should always think about strategic issues and major practical issues at the macro level; third, we should optimize the quality of strategic thinking. In addition to the general thinking quality, such as the creativity of thinking, the criticality of thinking, the logic and novelty of thinking, and so on, the quality of strategic thinking also requires a high political quality, power for the people, interests for the people, advance without seeking fame and retreat, and insight and foresight. In short, it is necessary to combine theory, experience, practice, and thinking quality.

To give a few examples, the street vendor was caught by the chengguan, and some impulsive hawkers took out fruit knives and wanted to be tough, which sounds atmospheric, but the truth is that there is no strategic thinking. But some hawkers greet each other with a smile, say all the good things, strive for the maximum benefit, he is strong and weak, pretending to be pitiful and showing weakness is just a tactic, yes, this seems very unseemly, but this is strategic thinking, because they reduce their losses and save the opportunity for the next time. Strategic thinking is about ensuring maximum benefits even in the face of clear losses.

The street girls on the street and the princesses in the night market make a lot of money, but they don't get rich for long, which is also because they don't have strategic thinking, which will lead to such a result. Because they don't know how to convert capital, they use their bodies to make money, but they don't use money to improve themselves. Nowadays, women ask for whatever material things when choosing a mate, on the grounds that they want the future of themselves and their children, which sounds far-sighted, like strategic thinking, but the truth is that it is just a tactic.

"Strategy" is a problem solver, after analyzing and gaining insight into the "system where the problem is located", according to the situation of the system at that time, the situation of the problem, and the situation of its own resources, put forward the most appropriate and effective "ideas" for "how to solve the problem". In layman's terms, it is to look at problems from the "perspective of God". The original form of this "idea" was a "principle" expressed in a conceptual way.

After the "principle" is clarified, it will be transformed into a phased "method" based on this "principle". After further clarifying the "methods" of each stage, an overall "implementation plan" can be formed according to the importance and sequence of solving the problems, and this "implementation plan" also includes plan control and adjustment in the implementation process.

Therefore, "ideas", "principles", "methods", and "execution plans" are the different manifestations of a "strategy" in each process of solving problems. However, no matter what form the "strategy" takes at each stage, there is always only one core: grasping the problem and solving it appropriately and effectively.

What is strategic thinking? Strategic thinking is the ability to stand on a boat and still have wind and waves, and you can still maintain yourself without fainting. You will often hear a sentence that there are no eternal enemies, only eternal interests, in fact, sometimes interests are not eternal, but strategy is often able to maintain concentration. We think about international politics in order to exercise our ability to think strategically, and you can move this ability to your daily life, to deal with things in the market, to deal with interpersonal things, and the ability to maintain concentration is a kind of strategic thinking ability.

In addition to having an expert thinking perspective and a framework for expert thinking, you also need to have professional knowledge. Professional knowledge is not something that can be accumulated in a while, so let's introduce you to a small trick on how we can master professional knowledge better and faster. When we talk about international relations, we should actually emphasize knowing oneself and knowing one's opponent. Knowing oneself and knowing one's opponent are actually both indispensable, so when we talk about international relations, there is a saying called self-learning and other-learning, self-learning is that you understand yourself, and the other learning is that you understand others. A good international political scientist not only understands others, but also understands his own country, so he must learn both his own and others, and understand the ideas of others and the views of other countries from different perspectives. In fact, it is very, very difficult, to see the skill, this is the most visible place.

The two hungry wolves found a meadow, and the armored wolves were overjoyed. The second wolf was puzzled: You don't eat grass, what are you happy about? A: The sheep love to eat, and after speaking, they galloped away. B: Where are you going? A: I'm going to let the sheep know about this!

The biggest difference between people is not the difference in vision, but the gap in vision, where vision can see the same thing, but vision can see different worlds.

So, how to expand our horizons and discover those new worlds that ordinary people are familiar with? This requires improving thinking skills, and strategic thinking is the art of expanding horizons. Strategic thinking is a form of human thinking, which has the generality and commonality of thinking. In a general sense, strategic thinking is a kind of management decision-making thinking. Strategy is "the action plan to be taken to achieve the organization's goals", and the formulation of strategy needs to "weigh the external situation" and measure the opportunities and threats in the external environment; it is necessary to "measure the strength" to evaluate the advantages and disadvantages of the organization's internal resources, it is necessary to "set goals" and establish the organization's long-term development goals, missions and visions, and it is necessary to "choose a plan" and choose the means and methods that can achieve the goal, that is, the action plan. Therefore, strategic thinking is the thinking process and method of determining the organization's goals and action plans within the constraints of resources and environment. Different from general thinking, strategic thinking has the characteristics of long-term, overall and dynamic.

When making strategic decisions, he is faced with a dilemma of thinking: on the one hand, he must rely on the indirect and direct experience he has gained from past study and practice, as well as the thinking patterns he has formed; on the other hand, he is faced with a completely different situation from the past, and whether and to what extent the original experience and way of thinking can adapt to the new situation still needs to be explored. Therefore, strategic decision-makers must have an open mind and constantly revise their mindset. This requires divergent thinking on the field or matter of strategic decision-making from multiple dimensions, breaking the inherent strategic thinking mode, forming innovative ideas and methods, and synthesizing and summarizing on this basis, forming a new strategic thinking model, and formulating strategies that are more suitable for environmental changes.

The "far-sighted" strategic thinking is to think about the development of the organization for a longer time in the future and form a "vision" of the organization. It includes not only the foresight of the expansion of the organizational space, but also the long-term vision of the extension of the organization's time, which reflects the long-term and predictability of strategic thinking.

As the saying goes, the world is as big as the heart. Strategic thinking must be a little more "broad", with a broad vision, a broad identity, and a wide range of connections. Broad vision refers to the use of a global vision, with a world perspective to analyze the opportunity of organizational development, through a broader thinking to provide a basis for future focus; broad recognition refers to the formation of strategy to come from the masses, concentrate wisdom, strategy implementation to the masses, to obtain recognition; extensive connection refers to the formulation of strategy must be in a larger scope, across the boundaries of organizations and industries, use the extensive connection of things, to find better opportunities for survival.

First, from the perspective of level, strategy is the highest level of decision-making action of the organization, which is higher than the function and tactical strategy, similar to the height of "will be at the top, at a glance of the mountains" in the organization; second, from the perspective of goals, strategy must have a higher pursuit, higher goals; third, from the perspective of methodology, strategic thinking is the philosophy of the enterprise, and strategic thinking reflects the overall values. When an organization is strategically aligned, it must stand taller.

Strategic thinking must be more "comprehensive", holistic, overall and comprehensive. The so-called holistic nature refers to the strategic thinking that is faced with the whole country rather than the local problems in it; the overall situation refers to the overall thinking of the operation of the organization based on the overall interests of the organization; and the comprehensiveness refers to jumping out from more perspectives and not just talking about things.

Management thinking is "doing the right thing", and strategic thinking is "doing the right thing". In order to find the right thing, it is necessary to think deeply about the essence of the organization's activities, understand it more "thoroughly", and form a clear and thorough opinion, that is, "insight". It has three meanings: First, the clarity of strategic thinking. The second is the essence of strategic thinking. Strategic thinking must first abandon "taking things for granted" and must see the essence through phenomena and seek conclusions through assumptions and arguments; third, the fundamentality of strategic thinking.

Strategy determines the direction of organizational development, which is related to the life and death of the organization. Therefore, strategic thinking must accurately judge the key to the survival of the organization, form the positioning of the organization according to customer cognition, concentrate all forces, fight a war of annihilation, and implement a focused strategy. As the famous strategist Clausewitz put it, "devote the greatest number of troops possible to the most critical operations."

Strategy is a pit, throw everything into it.

In modern times, the word strategist has become less valuable than because mankind has found that the threshold for this job is both too high and too low.

What kind of qualities does a strategist need?

Wisdom is a must, rationality is the foundation, daring to doubt is the basic operation, patience, erudition, good at analysis, open-minded and studious, self-confidence, able to delve into research, imaginative, respect for objectivity, good at expression and countless other beautiful qualities.

It is not easy to select qualified strategic "think tanks". Those who do this must understand that not everyone who can be selected needs to have all of these qualities, but not most of them.

How to identify these intangible qualities is a tricky matter. These qualities are seldom reflected in academic papers, personal curricula aloeuvre, "performance appraisal" reports of military personnel or other personal archives. They can't be read from words. The best way to discover these qualities is to interview them in person, but even that is not a guarantee. Selection should be made on a trial basis.

The extent to which a person's innate intelligence can be brought into play depends mainly on his own attitude and habits, and most of the wisdom in the world is never brought into play or not fully utilized and wasted. Almost every innovative strategist is both curious and receptive to new things.

The only thing harder to do than to indoctrinate new ideas is to eliminate his old thoughts.

The same applies to strategists. Free thinkers are different. Their quest for fundamental truth is always characterized by enlightened skepticism that leads them to challenge all hypothetical premises, to attack all clichés, to seek change, to explore new paths.

It's not the things you don't know that make you unlucky, it's the things you think you know well but aren't!

Almost every successful strategist has the temper of a chess player who thinks things through. He predicts his opponent's movements and his own actions accordingly. Judgment has always been important, and it is even more critical when dealing with questions like "How much is enough?" and "How much is the risk?" that cannot be answered in numbers. Identification skills often vary greatly in dealing with such issues.

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