Thinking and acting strategically have been identified as essential skills for managing organisations in the twenty‐first century. The rapid rate of technological change, the increasingly complex nature of organisations, and the greater number of environmental uncertainties are some of the reasons cited for this need. Research suggests that strategic thinking encompasses six skills that are critical to managerial effectiveness at senior levels in organisations – knowing the business and markets, managing subunit rivalry, finding and overcoming threats, staying on strategy, being an entrepreneurial force, and accommodating adversity. Obstacles to the development of these skills, and work experiences which stretch managers′ capacities for strategic thinking, are discussed.
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