2Strategy as a Competency: Anyone Can Become More Strategic
Leadership and strategy are two power words that shape the future of organizations. Understanding how these concepts intertwine, and why leaders must develop their strategic competencies, is at the core of this book. Strategic thinking should not be an afterthought; it must be central to a leader's mindset, informing every decision and conversation. Strategic actions and execution should naturally flow from this mindset.
In the early 2000s, CEO candidates were often selected for their well‐rounded capabilities, including strong strategic, creative, and interpersonal strengths. Fast forward to today (2025). Research reveals a noticeable shift in the profile of those rising to the top. Are today's C‐level executives less qualified than before? A study titled “Have CEOs Changed?” (Decressin, Kaplan, & Sorensen, 2024) investigates this very question. Analyzing 4,900 US‐based CEO candidates between 2001 and 2019, the study highlights a decline in critical leadership attributes that were once considered essential.
Among the most concerning trends is the erosion of strategic thinking and creative leadership. Historically, these traits have been cornerstones of executive success. Yet today's leaders are often described as more execution‐oriented and analytical. Although these traits are valuable, they are insufficient on their own to navigate the complexity and disruption of the modern business landscape.
A meta‐study conducted ...
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