【观点】五点关键，展开战略思维有迹可循

一家从事电子元器件制造与销售的企业，近来在行业内卷较严重的情况下，大有突出重围之势，最近又获得了一家车企的大订单。这位企业董事长总结道，这份突破很大程度上源于决策层战略思维的提升。

这家企业以往的销售渠道大多是代理商，整个赛道比较拥挤；董事长想到，或许大客户直销的方式可以让企业超越目前的内卷，这也是企业转型升级的需要。但如此看来，团队管理好像又跟不上。经过深度思考后，他才发现，原来拓宽渠道或者团队管理都是二级问题，首先要解决的是战略问题。

中小企业资源、能力都比较有限，好钢更要用到刀刃上。不同客户群一起抓，就会造成力量分散，资金、人力都跟不上。战略，就是找准适合自己的市场空间并专注，是围绕客户需求提升自己企业核心竞争力，是找到一群人，并深深地爱上他们。 CXO UNION-CXO联盟（cxounion.cn）

因此，如果要服务好大客户，企业就需要专注打造与其匹配的能力。大客户对产品规格和生产体系的要求较高，这位董事长的认知是，真正的战略储备是急不得的，因而他制定了长远的战略规划，将财力、物力、人力集中去逐个攻克难关，打造与客户需求匹配的核心能力。在首次突破后，他们就获得了一个汽车客户的大订单，同时沿此方向稳扎稳打继续前进。这些就是作为统帅谋篇布局的战略思维的体现，正所谓“有所为、有所不为”。

那么，企业经营者该如何培养自己高水平的战略思维呢？可以从以下这五个角度来寻求提升之法——

1.全局性

战略思维是基于更广阔的视野，从宏观全局看待企业发展，而不仅仅局限于一地一域的利益得失。有人可能会觉得，全局性的问题好像太高远、太宽泛，自己做好当前的生意最重要。但真相却是，不谋全局者，不足以谋一域。经营者是企业中最应“谋全局之人”。回答好以下三个问题，可帮助经营者构建战略全局观：

第一，国家时代的大势是怎样的？

第二，行业的竞争状况是怎样的？

第三，企业服务的客户群体是谁？ CXO UNION-CXO联盟（cxounion.cn）

2.长远性 

战略思维是立足现实、面向未来的决策。只考虑今天、明天或者这个月、这个季度、今年的盈利，很有可能与重大机遇擦肩而过，企业发展也是“走到哪算哪”。基于长期主义进行战略性投资，是看清目前该领域现状，以三五年乃至十年为规划周期，再去抉择当下或“播种”，或“收割”，站在未来看今天。

3.根本性 

战略思维是把握住关键少数的主要矛盾，洞察事物的本质。抓住经营、产品、服务、客户需求的本质，才能真正创造实质性价值。以下三个问题可以激发自己对本质的认知：

第一，自己经营企业真实的目的是什么？

第二，企业产品和服务的本质是什么？究竟为客户带来怎样的价值？

第三，企业的核心竞争力是什么？ CXO UNION-CXO联盟（cxounion.cn）

4.创新性

战略思维是领导者不断推出新思想、提出新认识、开拓新方法，适时制定新的战略目标和规划。围绕创新性，有如下三个问题：

第一，面对客户有形和无形的需求，产品和服务还可以做出怎样的创新？

第二，行业里有哪些同行能而不愿之事？企业如何补位？

第三，行业里有哪些长久难而正确之事？企业如何破局？

5.开放性

战略思维是以一种更为开放的胸襟看待未来。企业不仅面向当地的消费者，还可以面向全国乃至世界等更多客户。作为企业掌舵者，可以思考如下两个问题： CXO UNION-CXO联盟（cxounion.cn）

第一，除了现有需求，客户还有哪些潜在的渴望？

第二，除了现有事业，我还可以为客户、为社会作出怎样的贡献？

人和人之间的差异不仅是当下拥有的资源条件，更取决于思维模式和底层认知。真正通往雄心壮志的道路上并不拥挤，战略思维就是企业经营者中极具稀缺性的思维方式。

同时，战略思维也并非玄之又玄，而是可学而至、可行而至的。许多卓越的经营者都有静思的习惯，比如每年安排1-2个独立深度思考周，对每个问题与判断至少问三个为什么，倾听内心深处真实的声音，往往就能把事情想得更加明白透彻。 CXO UNION-CXO联盟（cxounion.cn）

运用战略思维，笃定前进方向，就能极大程度上告别畏首畏尾、担心犯错的决策之困，更加大胆向前、敢于创新。更重要的是，我们终将意识到，每个人的成长空间是无限的，因而会终身学习、持续精进。

翻译：

There are five keys to developing strategic thinking

A company engaged in the manufacture and sales of electronic components, recently in the industry volume more serious situation, great potential to highlight the encircling, and recently obtained a large order from a car company. The company chairman concluded that the breakthrough was largely due to the improvement of strategic thinking at the decision-making level.

Most of the previous sales channels of this company are agents, and the entire track is crowded; The chairman thought that perhaps the way of direct selling to large customers can allow enterprises to surpass the current internal volume, which is also the need of enterprise transformation and upgrading. But it seems like team management can’t keep up. After deep thinking, he found that broadening channels or team management are secondary problems, and the first thing to be solved is the strategic problem.

Small and medium-sized enterprises have limited resources and capabilities, and good steel should be used on the knife edge. Different customer groups grasp together, it will cause the dispersion of power, capital, manpower can not keep up. Strategy is to find the right market space and focus on it, to improve the core competitiveness of your enterprise around customer needs, to find a group of people and fall in love with them deeply. CXO UNION-CXO联盟（cxounion.cn）

Therefore, if you want to serve large customers, you need to focus on building the capabilities to match them. Large customers have higher requirements for product specifications and production systems, and the chairman’s cognition is that the real strategic reserve is not urgent, so he formulated a long-term strategic plan, focusing on financial, material and human resources to overcome difficulties one by one, and creating core capabilities that match customer needs. After the first breakthrough, they secured a large order from a car customer and continued steadily in this direction. These are the embodiment of strategic thinking as the layout of the commander’s plan, which is the so-called “doing something and not doing something”.

So, how should enterprise operators cultivate their high-level strategic thinking? Here are five ways to seek ascension

1. Wholeness

Strategic thinking is based on a broader vision, from the macro perspective of enterprise development, rather than limited to the interests of a region. Some people may feel that the overall problem seems too high and too broad, and it is most important to do your current business. But the truth is, if you don’t have the whole picture, you don’t have the whole picture. The operator is the one who should “look for the overall situation” in the enterprise. Answering the following three questions can help operators build a strategic overview: CXO UNION-CXO联盟（cxounion.cn）

First, what is the general trend of the national era?

Second, what is the competitive state of the industry?

Third, who is the customer group that the enterprise serves?

2. Long distance

Strategic thinking is a decision making based on reality and facing the future. Only considering today, tomorrow or this month, this quarter, this year’s earnings, it is likely to miss major opportunities, and enterprise development is also “where to go”. Strategic investment based on long-term doctrine is to see the current situation in the field, take three to five years or even ten years as the planning cycle, and then choose the present or “sow” or “harvest”, and look at today in the future.

3. Fundamental

Strategic thinking is to grasp the key minority of the main contradictions, insight into the nature of things. Only by grasping the essence of business, products, services and customer needs can we truly create substantial value. The following three questions can stimulate your own awareness of nature:

First, what is the real purpose of running your own business?

Second, what is the nature of the company’s products and services? What value does it bring to customers?

Third, what is the core competitiveness of the enterprise? CXO UNION-CXO联盟（cxounion.cn）

4.Innovativeness

Strategic thinking means that leaders constantly introduce new ideas, propose new understandings, develop new methods, and timely formulate new strategic goals and plans. Around innovation, there are three questions:

First, how can products and services be innovative in the face of tangible and intangible customer needs?

Second, what are the things that peers in the industry can and won’t do? How can enterprises fill positions? CXO UNION-CXO联盟（cxounion.cn）

Third, what are the things that have always been hard and right in the industry? How to break the game?

5. Openness

Strategic thinking is about looking at the future with a more open mind. Enterprises not only face local consumers, but also can face more customers in the country and even the world. As the leader of the enterprise, you can think about the following two questions:

First, in addition to existing needs, what are the potential desires of customers?

Second, in addition to my current business, how can I contribute to my clients and society?

The difference between people is not only the current resource conditions, but also depends on the thinking mode and the underlying cognition. The road to true ambition is not crowded, and strategic thinking is an extremely scarce way of thinking among business operators.

At the same time, strategic thinking is not mysterious, but can be learned and feasible. Many excellent managers have the habit of quiet reflection, such as arranging 1-2 independent deep thinking weeks every year, asking at least three reasons for each question and judgment, listening to the true voice of the heart, often can think things more clearly. CXO UNION-CXO联盟（cxounion.cn）

The use of strategic thinking, firmly set the direction of progress, can greatly say goodbye to the fear of making mistakes, more bold forward, dare to innovate. More importantly, we will eventually realize that everyone’s room for growth is unlimited, so we will learn and continue to improve.

由CXO UNION-CXO联盟（cxounion.cn）转载而成，来源于润泽园官方；编辑/翻译：CXO UNIONCXO联盟小U。

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