| Introduction | | | | Innovative Dilemma, attributes this phenomenon to |
| In a world of hypercompetitive environments, | | | | disruptive innovation. Therefore, survival depends on |
| organizations fight to survive in severe economic | | | | understanding the current markets and future trends. |
| conditions. Shareholders replace CEOs like they | | | | Strategic leaders are needed in today’s |
| change defective light bulbs. It is frequent and | | | | organizations. Charles Handy, author of The Age of |
| unpredictable. In hopes of salvaging the latest struggling | | | | Unreason, argues “Discontinuous change requires |
| organization, executives usually implement quick | | | | discontinuous thinking. If the new way of doing things is |
| solutions by cutting costs (which translates to mean | | | | going to be different from the old, not just an |
| people) and attempting to stop the hemorrhaging | | | | improvement on it, then we shall need to look at |
| through technology. Yet, can today’s managers | | | | everything in a new way.” Strategic thinking can be |
| continue to do the same things and expect different | | | | characterized in several ways, such as (a) focusing on |
| results? | | | | important issues, (b) recognizing systematic properties |
| Unfortunately, the answer is ‘No!’ Today’s | | | | (linkages, patterns, etc.), and (c) maintaining a long-term |
| challenges are calling for a different methodology. | | | | view. Having this individual is an asset during disruptive |
| Strategic thinking represents a different solution for | | | | change. Watt Wacker, Jim Taylor, and Howard Means, |
| contemporary managers. Strategic thinking is more | | | | leadership gurus, further suggest a visionary leader |
| than careful planning of the organization’s work. | | | | with the capacity of ‘living in the present’ while |
| Strategic thinking consists of two components, which | | | | ‘living in the future.” Therefore, duality becomes |
| are knowledge about the present and foresight about | | | | a critical attribute of exemplary organizations during |
| the future. This article explores strategic leadership | | | | disruptive change. |
| during disruptive change. | | | | Conclusion |
| The Analysis | | | | With the current economic turmoil, organizations need |
| Some managers foolishly rely solely on their | | | | to recruit and retain strategic leaders. Clearly, strategic |
| experience to read market changes. Yet, the current | | | | thinking is different than routine planning of an |
| market isn’t like the past! In many situations, | | | | organization. Unfortunately, some managers are |
| managers are equipped to deal with the predictable. | | | | unaware how this process can assist them in being |
| Change that is either planned or incremental is | | | | competitive. Since traditional organizations can no |
| addressed with a risk management approach. | | | | longer use outdated methods and cookie cutter |
| However, disruptive change is the hallmark of | | | | solutions in this disruptive environment, managers must |
| today’s markets. Disruptive change is sudden and | | | | reexamine their operations. In fact, today’s leaders |
| unpredictable. Therefore, experience becomes a | | | | must be flexible to sudden market changes. In fact, |
| liability, not an asset. Organizations, using the old mode | | | | effective organizations go beyond detailed planning to |
| of operations, find themselves vulnerable. Established | | | | strategic thinking. Therefore, strategic leaders provide |
| institutions fail. Unknown companies emerge to | | | | the edge during disruptive change. |
| dominate new sectors. Clayton Christensen, author of | | | | |