Strategic Thinking: A Neuronal Architectural View

Abstract

The customer-centric digital economy needs business leaders and strategic thinkers to develop a new skill-set of delving within the deeper regions of consciousness and precognize the evolving future in order to make critical decisions that will set the future direction of the organization. As change accelerates to a never before recorded level, sustaining the precognitive capability of collective intelligence of the organization is fast becoming a pre-requisite for survival in the context of hyper-competition. This capacity has to be learnt, understood, and successfully internalized in every strategic thinker. In a business environment where executive functions and passion- driven processes are given greater attention, the precognitive capability gradually begins to wane as either the need for catering to existing demand or anticipation for rewards or both become predominant drivers. This silent change is very slow, hidden, and is not noticed until strategic decisions begin to miscarry. Most of the time, the person's general behaviour could still be in confirmation with the culture of the organization, yet it is possible to identify minor anomalies that occur with a better understanding of how the neuronal circuitry is built in the brain and the underpinning motivational drivers that incite their change. New scientific evidence in the field of Cognitive Science gives us some pointers into hitherto enigmatic queries. The latest research in this field shows that it is possible today to decide on an individual's capability to deliver future results not merely based on past achievements but on his continuing ability to change based on underpinning motivational drivers. This paper presents a neuronal architectural framework to evaluate the future potential of a top management performer based on scientific evidence rather than depend on either the past performances or probability of future success without considering the individual's ability to align with the organizational bionetwork. The paper also addresses every CEO's cup of woe – motivating people to change and ensuring constant growth. Corporate training has to address the following three dilemmas: overcoming the problem of habituation activating the Supervisory Attentional System (SAS) ensuring that inputs given to each individual possess the appropriate degree of novelty and complexity.