Tag: strategy quest

What is the Strategic Mindset?

What is the Strategic Mindset?

As explained in my book, Strategy Quest, the strategic mindset comprises two parts, strategic intuition, and strategic thinking. Strategic intuition uses intuition to create a strategic vision in the service of a strategic goal. Strategic Thinking uses critical thinking, statistical analysis, and a strategic decision-making framework to decide if a concept, developed from a vision, qualifies as a strategic opportunity.  

This view of the strategic mindset is probably very different from anything you have ever learned about strategy. But, consider that strategic thought hasn’t progressed in decades. Business Schools are still teaching strategy based on industrial-age Talyorist “management science.” Strategy Quest is my attempt to disrupt the status quo and move strategy into the 21st Century.

#executivedevelopment #executivetraining #strategy #Strategicthinking #strategicleadership #strategicmindset #leadershipdevelopment 

Truly Strategic Ideas Can’t Be Brainstormed

Truly Strategic Ideas Can’t Be Brainstormed

The many well-documented problems with group brainstorming limit its creative potential. These include social loafing, inhibition, production blocking, and regression to the mean. Even if these difficulties could be overcome, strategic ideas cannot be created in a brainstorming session since they are too complex.

Having a strategically insightful idea requires setting an ambiguous goal that is neither too constrained nor too loose. A properly configured goal facilitates the divergent exploration for new information. This information must be consolidated into long-term memory so that the mind can unconsciously incubate ideas. This iterative process can take weeks or months, and insights are likely to come when least expected. Have you ever been awakened by an insightful idea in the middle of the night?

To ensure that you have insightful ideas to propose, begin your strategy quest months before the proposal deadline.  Ideas are abstract, so make sure that you leave sufficient time to develop your insights into a tangible and understandable concept.

Decoding Your Personality Type

Decoding Your Personality Type

Many people know which of the 16 MBTI® types represent their personality preferences. However, did you know that each four-letter type is a code that represents different preferences for gathering information and making decisions? Understanding this code is the key to better understanding your type and that of others.

Using my type, INTJ, as an example, let me show you how to decipher your personality. Whether we perceive information with intuition (N) or sensing (S) is represented by the second letter in each four-letter type. In my case, I perceive using intuition, N. The third letter indicates whether a type prefers to judge (i.e., decide) with either thinking (T) or feeling (F). As an INTJ, I prefer thinking, T.

The last letter in a type tells us whether it is the perceiving or judging that is extraverted.  Since I am an INTJ, my judging function, T, is extraverted. Since judging is extraverted, my perceiving function, N, will be introverted. You might be surprised to learn that you have a preference for both an extraverted and an introverted mental process.

Finally, the first letter in a type indicates whether extraversion or introversion is dominant. Since the first letter in INTJ is an I, introverted intuition is my dominant or go-to mental process.  Extraverted thinking is my preferred secondary process. When I have a problem or goal, the first thing that I prefer to do is to use my dominant introverted intuition to imagine an idea. I then prefer to use my secondary process, extraverted thinking, to judge whether an idea is a realistic and optimal solution.

The sixteen personality types consist of combinations of four preferred ways of perceiving information, and four preferred means of making decisions (see below). We are capable of learning to use any of these processes. Our type simply represents our preferences. As problems become increasingly complex, we must also deploy our non-preferred mental processes.  By learning to do this, we mature as leaders. For example, when decisions impact society, thinkers must learn to incorporate extraverted feelings into their decisions.

As an exercise, determine the preferred mental processes encoded in your four-letter type. If you do not know your four-letter type, I can help you identify it here.

The Four Perceiving Processes:

  • Introverted Intuition
  • Extraverted Intuition
  • Introverted Sensing
  • Extraverted Sensing

The Four Judging Processes:

  • Extraverted Thinking
  • Introverted Thinking
  • Extraverted Feeling
  • Introverted Feeling

Learn about how your Myers-Briggs personality type can help you create strategic business opportunities in my book Strategy Quest.

“Business consultant Paul A. Sacco analyses in great depth the various mindsets needed to create effective goals and strategies for business innovation in STRATEGY QUEST.


How can I learn to think like a visionary?

How can I learn to think like a visionary?

How can I learn to think like a visionary? 

Question: A future leader, I want to inspire change in this world. I imagine that any visionary thinks out-of-the-box, is objective about life, and continually thinks about bettering society. What steps can I take to reach this state?

Answer by Paul Sacco:

You are on the right track. I call this Prophetic Leadership and I am writing a book about this. To be Prophetic you need to want to make a difference and recognize that there must be a better way to fulfill a need. It sounds like the only thing you are missing is a cause and some creative thinking’s skills.

To be prophetic means to see something that others do not yet see, but would value once enlightened. To get there you must be passionate enough about the subject that you are willing to spent a lot of time exploring it and thinking about it….What I call spending time in the wilderness.

And you are right, objectivity is important because you want to understand and challenge your own paradigms so that you can create something new and unique. In your journey, when confronted with a different opinion, try to understand it, even if it upsets you. Also, try to relate seemingly unrelated topics to your cause. Finding analogies can promote creative thinking.

You must learn how put your subconscious mind to work…take your mind off the cause and one day you will have that epiphany or vision you seek. Also, you have to have a clear mind, meaning avoiding alcohol and drugs and getting enough sleep.

To find that cause you must combine your passion and values. By passion, I mean finding what motivates you intrinsically in addition to wanting to make a difference. Keep a diary about what interest you and what captures your imagination….ask yourself what need is being fulfilled and what this says about your values.

Good luck with your journey.

What is Strategy?

What is Strategy?

Strategy is the choice of one of several originally contrived opportunities for achieving a competitive goal. Strategies are custom made for a situation, beginning with the creation of original ideas. Some of these ideas will be judged to be possible. Some of these possibilities may then be judged to be strategic opportunities. The choice of a strategy is made from among these opportunities. To be strategic, a possibility must find the widest margin between risk and advantage.

Finding the widest margin implies that advantage must always outweigh risk. If a possibility is considered high risk, then it cannot be strategic since the best outcome is a high advantage…no advantage. Adopting this possibility is gambling. If an advantage is deemed low, then it can’t possibly outweigh risk, since risk can at best be low and a possibility presenting a low advantage can hardly be considered strategic. What strategists are looking for is either high advantage/low/ medium risk, or, medium advantage and low risk.

There is no way to quantifiably rate either advantage or risk as being either, high, medium or low. Leaders can only debate the evidence and assumptions associated with each possibility and decide.