Have a dream, and make a plan on how to live it and realise it. If you eventually get there by being consistent and unwavering in that objective, overcoming uncertainty and obstacles along the way, best utilising the (often limited) resources at your disposal, and translating that foresight into a product or service that is unique and difficult to replicate, you will have emerged a successful strategist - a person with a single-minded objective who doesn't get distracted from his goal by his rivals, setbacks and detractors.
That sums up strategy, and the people behind it, shorn of management gobbledygook like five forces analysis, directional policy matrix et al. And, yes, you can actually be a strategist without having to resort to, say, a calibration meeting to leverage game-changing synergies and hit the sweet spot!
We identify 15 such dreamers who have made significant progress in translating their insight into reality. For some it's still work in progress, but that they are steadfast in their belief that this is the 'right' thing to do has propelled them onto our list.
The strategists profiled in alphabetical order are a diverse lot - from the corporate world (CEOs as well as honchos who have made a big difference to their organisations), bureaucracy, academia, law, the social sector, healthcare, films and sport. You may not agree with all the names; if you have your own ideas about who should have made the cut, send in your suggestions via economictimes.com. For now, take a deep dive (oops).
Rajiv Bajaj, 46: MD, Bajaj Auto
MASTER, AND POWER, OF ONE
Ask Rajiv Bajaj what is strategy and he sums it up in a word: specialisation. And that relentless focus on what you do best calls for "sacrifice" - of what self-styled experts and rivals, and even what daddy (Rahul Bajaj), thinks is best. In business terms, it meant exiting scooters - a segment many believe still has steam for growth - and narrowing the vision to motorcycles.
"You can play 10 games and be the best in Pune or concentrate on one and be the best in the globe," explains Bajaj. "It [the strategy] is the alignment of the front end with the back end. It is more about what you choose not to do rather than what you choose to do."
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