Strategic thinking capability assessment (STC)

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Strongly AgreeSomewhat AgreeSomewhat DisagreeStrongly Disagree
Challenging and restating the underlying beliefs and assumptions on which the organisational strategic actions are based.
There is a constant search for patterns and underlying drivers that will impact the organisational strategic agenda in the future.
Effective filtering of incoming information for the essential themes and identify synergies with disparate bits of information or patterns of behaviour.
Balancing many dynamic variables simultaneously and discerning the causal relationship between key variables.
Seeing future states as vivid visual images, usually direct from deep knowledge of details and intuitive insight.
Able to form beliefs, working assumptions and generalisable principles quickly from concrete and sparse observation points.
Understanding the underlying values, beliefs and attitudes held by current and potential stakeholders, and balancing the range of interests optimally.
Maintains a wide network of relationships through which critical information for strategy formulation is obtained.
Is able to make tough choices along a constant line of action leading to sustainable competitive advantage.
Has a comprehensive understanding of human behaviour and constantly checks working assumptions before taking a stand on specific issues.

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