Spark 6 – How to think more strategically: Holistic Thinking: Insights

A key feature of strategic thinking is that it is holistic. It embraces the whole organisation, not just its parts.

Remember, ‘The whole is greater than the sum of its parts.’ Aristotle imparted that truism millennia ago, yet its profundity resonates more than ever in today’s complex world. Mastery of this Spark is one of the foundational skills in strategic thinking.

No one function inside a workplace provides all of its own inputs, does all of its own processing of these inputs, or creates all of its outputs. Other parts of the organisation, indeed partners and the ecosystem outside, can also contribute. Quickest example – you can’t deliver programs without support from corporate services and an authorising environment from, say, the government.

Connection between people, teams and divisions at an atomic level is vital to value. As such, it is also vital to any strategic thinking you will do.

So when we think strategically and holistically, it’s not some trite head nod to common sense.

Rather, it’s a piercing understanding of how all the parts of the workplace pull together to enhance each other’s efforts at the atomic level, matched with an even clearer sense of what value could and should be created to deliver more impact by all elements pulling together in new and better ways.

If it isn’t holistic, it’s not strategic thinking.

How to think holistically: an example

In the ever-changing realm of global aid and advocacy, organisations like Care International exemplify the necessity of continual adaptation and evolution.

Originating in 1945 to send ‘care packages’ after World War II, Care International evolved into a leading humanitarian agency. However, by the mid-2010s, challenges arose due to its siloed operations across ninety countries, each with independent agendas and initiatives. This fragmented approach hindered overall efficiency and impact.

Recognising the need for change, the leadership embarked on a strategic shift towards a more unified, organisation-wide approach. This transition began with extensive, collaborative consultations with staff globally to understand regional nuances and challenges. The integration strategy, co-created through this process, led to remarkable outcomes. In Africa, disparate regional women’s empowerment programs were unified into a continent-wide initiative, significantly enhancing impact and reach. In the Americas, the merging of separate disaster relief entities resulted in a more efficient response system.

This integrated approach also revolutionised fundraising, positioning Care International as a global force, leading to larger grants and more ambitious projects. By 2020, the organisation was not just making an impact, but redefining operational standards for global nonprofits. This transformation highlights the effectiveness of thinking holistically, underscoring that the chosen approach can significantly influence the solvability of social problems.