Strategy Quest: The Executive Guide for Finding Business Opportunities
by Paul A Sacco
GENRE: Self-Help (Business)
In Strategy Quest: The Executive Guide for Finding Business Opportunities, you will learn how to achieve the strategic mindset necessary to create and decide on the business opportunities that will put you ahead of your competition.
Using the psychology of personality type, you will understand how to make the shift to this growth mindset. In Strategy Quest, you will learn that the strategic mindset is composed of Strategic Intuition and Strategic Thinking. Strategic Intuition creates strategic visions and concepts, while strategic thinking decides if these are genuinely strategic and the right choice for your business.
Strategy Quest uses business examples to show what the strategic mindset is and isn’t. The book also equips you with the tools that you will need for your Strategy Quest and shows you how to overcome the obstacle that you might encounter.
In Drive, Pink cites research on self-determination theory, which indicates the three necessary conditions that will liberate our intrinsic motivation. These are autonomy, mastery, and relatedness. Studies have found links between creativity and autonomy (9). Thus, intrinsic motivation can help us be creative.
Autonomy allows us the flexibility to adjust our focus and to subjectively create ideas. In your Strategy Quest, this means selecting individual strategic goals before creating your visions and concepts. Fortunately, executives have plenty of autonomy to choose where and how they focus their energy. However, depending on your type, the extent that you exercise your autonomy may vary. When it comes to creating ideas, introverted intuition (Ni) is more autonomous than extraverted intuition (Ne).
For an executive, mastery is about striving to achieve one’s full potential as both a tactical manager and a strategic leader. The latter role can only be achieved by successfully finding and implementing strategic opportunities.
Relatedness is about serving the higher purpose, found in the introverted feelings (Fi) that represent our beliefs and values. I refer to the big-picture feelings for investors and customers as Strategic Feelings (FiS). The following three sections describe the Strategic Feelings that are necessary for motivating your Strategy Quest.
I am Responsible for Finding Strategic Opportunities
Executives at all levels must take responsibility for finding strategic opportunities. It is easy to throw up their hands and say that there is little that you can do because my industry is in decline or the economy is bad, or my boss is an ISTJ and hasn’t read Strategy Quest.
It’s your job to be a leader, and you don’t need permission to find opportunities. Finding strategic opportunities is not the sole responsibility of the strategic planning group. This group might be composed of people who are following business trends or simply creating a plan based upon a collection of internal initiatives.
The fundamental big-picture purpose of a business is to better fulfill the needs of long-term investors by creating value at a faster rate than competitors. It is necessary to place your feelings for the needs of investors ahead of those of superiors, colleagues, employees, and your board of directors.
A lack of competitiveness will ultimately result in the demise of your business as it transitions through the latter phases of the business life cycle (Figure 11). Thus, losing ground on competitors can jeopardize the needs of everyone who might have benefited from the success of your business. Acting strategically ultimately benefits customers, investors, board members, and employees.
To reinforce their Strategic Feelings, Executives must become sensitive to the needs of investors. Meeting with investors and investment analysts should be seen as an opportunity to increase your FiS.
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