1. What is it and how do you do it?

2. 2 Strategic Thinking focuses on finding and developing unique opportunities to create a better future by developing a practical dream for the future and enabling a provocative and creative dialogue among people who can affect the school’s direction Centre for Applied Research, 2001

3. Process to identify critical issues CLARIFYING THE COLLEGE’S MISSION THINKING STRATEGICALLY IDENTIFYING THE ISSUES 3

4. Thinking Strategically Thinking strategically is about being pragmatic, flexible and realistic It produces plans that are simple and concentrate on a few targets only Being truly strategic means being clear about ‘what the school is and what it isn’t, about whom it’s good for and whom it’s not good for, about what it can – and can’t become’ (Evans, 2004) Evans, R. (2004), Why a School Doesn't Run — or Change — Like a Business, Independent School, Spring 4

5. Processes to encourage strategic thinking Stimulus Questions SWOT Analysis Focus group process 5

6. Stimulus Questions Focus 1 Competencies and Skills What are the school’s strengths? How can these be used to create a unique competitive advantage? What are the school’s weaknesses that might leave it vulnerable? 6

7. Strategic Thinking 2 Products and Offerings What is the portfolio of offerings the school provides to the market? What are the overlaps or white spaces among the offerings? 7

8. Strategic Thinking 3 Environment What is the overall economic context in which the school competes? What is the regulatory or governmental environment and how does this impact on the school? Where is the educational industry headed, and where do we want it to be? What is our position, and where do we want it to be? 8

9. Strategic Thinking 4 Marketing Who are the target ‘customers’ for what our school is offering? What are their needs? How is our school uniquely suited to meet these particular needs? Who are our competitors, what are their unique strengths and strategies? How might we respond to our competition? 9

10. Strategic Thinking 5 Partnerships What other organisations do we need to work with in order to make and ‘sell’ our offerings? What is their relative power compared with us? What are their strategies and strengths, and are these aligned with ours? What’s in it for them? 10

11. What are the Issues? Where are we going? What are our strengths and areas for development? How important is this issue – what if we ignore it? Why do we care about this? What are our three most insoluble problems? 11