To demonstrate how better strategic thinking leads to more successful action, I’m going to show how the Hierarchy of Strategic Thinking (HST) can be applied across very different situations.
This example is a military one, because much of what we understand about strategy comes from this context.
Politicians have an aim — to win a war against a rival — and work with military leaders to check they have the resources needed. A key mission is set — to secure a critical beachhead (grand strategy).
Observations show the eastern approach to the beach is exposed but heavily fortified, while the western approach is narrower and less defended. Enemy patrols increase at first light, reducing the chances of a surprise attack being successful (situational awareness).
Given this, the approach is to draw attention in the east, where the enemy expects an attack, and take the beachhead in a pre-dawn attack from the west (stratagems).
The first battalion builds up visibly in the east and attacks before dawn, fixing the enemy in place. Overnight, the second battalion moves into position in the west and advances as attention is diverted. Movements are closely coordinated to ensure efforts reinforce each other (operational art).
At the front line, units execute their roles — advancing, clearing positions, and securing ground — using drills practiced beforehand. Commanders remain in contact to track progress (tactics).
If the enemy fails to react to the eastern attack, the western assault pauses and units fall back to pre-agreed positions and reassess before selecting their next move (adapt).
This is what the HST provides: a clear path from strategic intent to coordinated action — enabling people to identify and make better moves as the situation unfolds.
If you want to explore how to deploy the HST in your organisation — get in touch.