The four activities for developing strategic thinking identified in the text are: broadening task and functional knowledge, understanding the business, setting aside time to reflect, and engaging in lateral thinking.
Finding and developing special chances to add value to your organization is the focus of strategic thinking. The phrase has historically been exploited and misused, and too frequently, strategic planning exercises are ineffective. Employees, who are crucial to the process and who boards and management require to be actively involved, may get disengaged as a result of this.
To organize your process of strategic thought, there are numerous models to pick from. Supporting the process is essential, as is making sure that the results and future steps are decided upon and then taken. Without implementation, you run the risk of getting stuck in a strategic thinking vortex with brilliant ideas.
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