Strategic Thinking

StratThink© 1990, Prentice Hall International (UK) Ltd,  ISBN 0 13 852153 0

 Publisher’s Blurb

Strategic Thinking provides a considered overview of the practical strengths and weaknesses of eight widely used approaches to strategic thinking. It illustrates both why and how a business can achieve the most effective organisational style and strategic focus for profitable growth.  Gordon Pearson related the practice of strategic  thinking to the main theoretical contributions of the last 25 years. The text relates strategy to the real business context and summarises the key contextual issues. It provides many real world ‘discussion cases’ to encourage readers to work out practical problems, and advocates a contingency approach to strategic thinking rather than prescribing one best way in all situations.

Each chapter includes a brief discussion case which provides opportunities for role play, and is a useful training aid to stimulate group discussion.

Strategic Thinking  is written for all students on MBA, DMS and other post graduate and post experience management courses, including those for professional qualification.


‘The hierarchy of business objectives … At the lowest level the business needs basic resources of customers, people, money, machines and raw materials. Without these it could not exist. Above these, analogous to Maslow’s safety needs, are the needs for solvency and to avoid being taken over. Above these are the needs to satisfy the stakeholders in the firm, including its customers, employees, suppliers and including a responsibility to satisfy the minimum requirement of society at large. The top level need, analogous to self-actualisation, has been labelled simply as ‘business strategy objectives’. These are to do with the firm doing what it is uniquely good at, exploiting its distinctive competence.’

‘Business strategy is concerned with how to make an individual business survive and grow and be profitable in the long term. … For people such as Sir James Goldsmith, Jim Slater and to a slightly lesser extent, Lord Hanson, for example, corporate strategy is all important.    Their companies are, or were, deliberately and overtly in the business of buying and selling assets, being primarily concerned with matters of wealth ownership.  … This book is concerned with wealth creation rather than ownership.’

Remaking the Real Economy

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