Strategic Thinking Guides Execution

So how often do you exercise strategic thinking in your current role? And what does that look like for you?

Often, and we have some architectures for that. I have, as far as with our board, an annual strategy offsite, where I frame the entire business landscape, the competitive environment, the marketplace, our differentiated value propositions today and tomorrow. And so we break that down completely—typical to an experience that I had in McKinsey, where you can really kind of lay out the entire business and how you want to pursue it.
And then we do that at my management team meetings, roughly eight times a year where we, again, look at the entire business, and then talk about our top three goals for every department, every area, lock arms, look at the interrelationships between departments and then again, get back to execution.