T3 Strategic Thinking Workshop:
The T3 Strategic Thinking Workshop was developed from three key interconnected areas of concentration that are essential to a detailed Strategic Thinking lexicon for Leaders, Managers and Individuals.
These areas of concentration are Strategic Thinking, Strategic Innovation and Strategic Leadership which are interconnected and go hand-in-hand. This creates a specific way of thinking that is clearly discernable as a systemic process of integrated characteristics.
Byproducts of this synthesizing process create a strategic architecture which can encompass strategic planning and strategic management. But Strategic Thinking involves thinking and acting within a certain framework of assumptions and action possibilities that can lead to a positive direction.
The Mintzberg 5-P Strategy model is used in the Strategic Thinking material to identify the characteristics of an emergent strategy, which is a pattern of actions that develop over time in an organization in the absence of a specific mission and goals. The Emergent strategy is a set of actions, or behaviors, consistent over time which creates a realized pattern which was not expressly intended in the original planning of your strategy. When a Deliberate strategy is realized, the result matches the intended course of action.
Mixing the deliberate and the emergent strategies in some way will help the organization to control its course while encouraging the learning process. Following a systems thinking philosophy leads to an external and internal context of the organization that is typically understood.
In the three day workshop you will gain an appreciation of the inter-relationships of the business ecosystem in addition to the individual integral parts which when interconnected; constitute the whole, which is greater than the sum of its parts. Thinking in time domains create a cognitive gap between the past, present and future state which is desired. This gap is the area we focus on for strategic innovation and then strategic Leadership implementation. Strategic Thinking connects these time domains and embraces both the scientific and holistic date inputs.
The strategic thinker is open to new emerging opportunities or innovations which can uncover new ideas that support creating value and challenging assumptions. These can be based upon your existing organizational competencies and skills that can create a unique competitive advantage or uncover a weakness that may leave you vulnerable.
Your products, offerings, environment, industry, markets, customers, competitors and partners are all connected and part of the T3 Strategic Thinking equation ultimately leading to strategic action plans.
For this process to be successful and implementable it must be:
- Aligned & Goal-Oriented
- Fact Based & Broad Thinking
- Focused & Agreed upon
- Engaging & Adaptable
- Implementable
When each of these areas is interconnected and used to produce Strategic Thinking Action Plans a fluid process of knowledge and learning will evolve which can allow you to understand your organizations patterns, true market capabilities and future competencies.
The 3-day workshop adds Strategic Innovation case studies and practices accompanied in the final day by Strategic Leadership clarification of terms, paradigms and stages of strategic leadership. This synthesis can help drive your organizational vision into the direction that you should pursue.
Each day is summarized by Action Plans which can be identified for your organizations immediate implementation followed by short term and long term strategic formulations. When the T3 workshop is completed you will be able to:
Day 1 
Expected Thinking Results:
- Use the Managers, not MBA’s: a hard look at the soft practice of managing and strategic management development by Henry Mintzburg as the core of the material to understand how traditional business education creates a distorted impression of management.
- Review the intelligent opportunism to understand the difference between an emergent strategy and a deliberate strategy.
- Customize a new definition of Strategic Management as a blend of craft (experience), art (insight), and science (analysis).
- Learn how to create balanced and dedicated people to cultivate an organizational “Engaging” culture that can transform your business world and, ultimately, your society.
Day 2 
Expected Innovation Results:
- Use the International Casebook on Strategic Innovation by Charles Baden-Fuller and Martyn Pitt as the core of the material to understand how companies like IKEA and others have explored and capitalized on Strategic Innovation.
- Create a hierarchy of imagination to understand the needs for your required rapid and accelerating change.
- Develop new Innovation Thinking methods to allow cognitive divergence and convergence results.
- Explore Team and Individual synergistic opportunities customized to your organization.
Day 3 
Expected Leadership Results:
- Use the Leadership by Design by Albert A. Vicere and Robert Fulmer to cultivate your leaders for long term planning and radical change.
- Learn long term leadership development strategies to drive flexibility, commitment, and competitiveness for your organization.
- Drive the process to continuously shape and re-shape your organizational intent.
- Use a hands-on framework to design unique and effective models for inspiring and enabling Leaders to create influential ideas to shape your current thinking on leadership development.
Develop and Implement Strategic Thinking Action Plans:
- Understand the systems thinking perspective of sustainable strategic Thinking, Innovation and Leadership.
- Integrate strategic planning, strategic innovation and strategic thinking elements to create an efficient strategic management framework.
- Create intent-focused action plans from a systemic programming of workshop developed strategies.
Learn how to use thinking in time to create an appropriate sizable stretch for your organization.
Develop an integrated strategic perspective of the enterprise based upon mental models and the business ecosystems.
- Go up and down the ladder of abstraction to see both the big picture and the operational implications.
Information on Cost and Event Booking
