Exploring the strategic mindset of leadership: Insights from industry leaders

Leaders are forever being told they are living in an increasingly uncertain and fragmented world. 

Ever since the global pandemic external issues seem to be bombarding organisations; from the disruption of AI, the energy transition, geopolitical tensions, culture wars, and the ongoing vagaries of US President Donald Trump’s tariffs and various interventions. 

Our research with companies and CEOs shows that to cope in such a difficult business environment needs a strategic mindset. That is a long-term view of the organisation’s capabilities and mission that can guide people through and around the many obstacles coming their way. 

But building a strategic mindset is a continuous learning process as it is all too easy to be knocked off course by the many emergencies and issues thrown at leaders. 

Staying strategic and developing strategic leaders to cope among the uncertainty of the modern world is an important and decisive trait we see among organisations and leaders that deliver long-term success. 

Understanding the strategic mindset 

A strategic mindset is fundamentally about long-term thinking rather than working day-to-day and focusing on the short term. It’s not simply reacting to market changes, but anticipating them, staying ahead of competitors by pre-empting their moves. 

Strategy, in this sense, resembles a game of chess: it’s not a function within an organisation, but a dynamic contest with those who share your customers, compete for your talent, or influence your stakeholders. 

To play this game well needs critical thinking, leaders must develop the ability to think several moves ahead. Over time, this becomes second nature - a mindset rather than a method. 

Whether you're leading a multinational like Unilever or Procter & Gamble, or a start-up in an emerging tech sector, strategic thinking helps define your place in the market and shape your response to evolving competition. 

And this mindset operates at every level, from individual teams to entire organisations. Leaders must understand take a high level helicopter view to assess their internal and external environments and motivate others towards long-term goals. That requires a broad view of the business, even if your expertise lies in a specific function like marketing, HR, or finance and a mindset that fosters continuous learning. 

Ultimately, strategy is about aligning all parts of the organisation to perform effectively over time in today's fast-paced world. Whether success is measured in profit, growth, or public service outcomes, the strategic mindset equips leaders to navigate complex problems, anticipate change, and lead with purpose. 

Key components of strategic leadership 

Strategic leadership is more than possessing knowledge or implementing plans, it’s about inspiring others to join the journey. 

Whether leading a team, a business unit, or an entire organisation, the ability to communicate strategy effectively is essential. Leaders must translate complex ideas into actionable insights, using structured tools and frameworks to ensure clarity, alignment and creative problem solving. 

One such framework is the Dynamic Capabilities Model (DCM), which integrates strategy with both internal and external environments. At its core is the challenge of moving from identifying market opportunities to executing change. This involves mobilising resources - financial, human, and operational - and engaging cross-functional teams to analyse, adapt, and transform the organisation. 

To be strategic the leadership qualities needed are not only vision but also the capacity to orchestrate change across departments. 

In today’s volatile landscape, transformative leadership and change management skills are critical. Geopolitical shifts, technological disruption, and sustainability pressures demand that leaders continuously reassess their strategies. Understanding how to reconfigure resources and acquire new capabilities is central to maintaining a competitive advantage. 

Equally vital is strategic foresight, that is the ability to anticipate rather than merely react. Leaders must evaluate long-term trends, monitor competitors, and prepare for multiple scenarios. 

Tools like 'game theory' help leaders simulate competitive dynamics, enabling pre-emptive decision-making. By stepping into the shoes of rivals, leaders can better understand strategic options and avoid being caught off guard. 

Ultimately, strategic leadership skills are about aligning vision with execution. It requires a deep understanding of the organisation’s environment, the ability to motivate teams, understanding team dynamics, and the foresight to navigate uncertainty. With the right mindset and tools, leaders can shape resilient strategies that drive sustainable performance.   

Strategic planning in leadership development 

Effective strategic planning in leadership development hinges on aligning organisational strategy with leadership goals. 

A well-crafted strategy is only as strong as its implementation, and that requires leaders who understand not just the vision, but how to mobilise people and resources to realise it. 

Central to this is an understanding of organisational structure. Leaders must be equipped to assess whether existing frameworks support strategic decisions, and if not, how to restructure for better alignment. They need to create a roadmap to develop the right sort of leaders. 

This includes evaluating performance metrics and determining how success will be measured. That could be through financial outcomes, service quality, or stakeholder satisfaction scores. 

Leadership development also involves recognising that different styles suit different contexts. 

A transactional leader may thrive in manufacturing, where efficiency is paramount, but struggle in service industries that demand emotional intelligence and customer-centric thinking. 

Strategic planning must therefore include a roadmap for cultivating leadership styles that match the organisation’s long-term goals and evolving environment. 

The external landscape - shaped by geopolitical shifts, technological disruption, and sustainability pressures - often drives internal change. 

Leaders must be able to interpret this external picture and respond with agility. This means understanding the organisation’s resource base and knowing when and how to acquire new capabilities to stay competitive. 

Frameworks like DCM help leaders navigate this complexity by linking strategy, environment, and execution. They guide leaders from identifying market opportunities to transforming operations, ensuring that a strategic vision translates into measurable outcomes. 

Ultimately, strategic planning in leadership development is about preparing leaders to think long-term, act decisively, and adapt continuously, ensuring that strategy is not just envisioned, but effectively realised.   

Insights from industry leaders 

The evolving relationship between business and the state has sparked debate over the role of leadership in shaping industries and influencing public discourse. 

Prominent figures like Tesla and SpaceX boss Elon Musk exemplify a highly visible, risk-embracing leadership style - one that merges personal conviction with corporate strategy. 

Musk’s public statements and political involvement have direct implications for his companies’ market performance, illustrating how a leader’s persona can become inseparable from the business itself. 

In contrast, other leaders adopt a more reserved approach, choosing to insulate their organisations from political exposure. 

This divergence highlights a key strategic consideration - risk management, the degree of risk a leader is willing to take in aligning personal views with corporate direction. 

In China, for example, increased state involvement in the tech sector has forced business leaders to recalibrate their strategies, often adopting more nationally aligned positions to navigate regulatory pressures. 

Leadership style is not one-size-fits-all. Effective leadership often depends on the organisation’s context, industry, and moment in time. 

Charismatic leadership may drive innovation and visibility in volatile markets, while quieter, operationally focused leadership may be better suited to periods of stability or industries with less public scrutiny. 

Companies like Uber and Meta show how leadership visibility and strategic influence vary widely. While Uber’s founder stepped back as the company scaled, Mark Zuckerberg’s leadership at Meta remains central, albeit less overtly charismatic than Musk’s. 

Ultimately, strategic leadership is about a close fit between the leader’s style, the organisation’s goals, and the external environment. 

In times of crisis, bold leadership may be essential; in calmer waters, restraint might be more effective. 

The ethical implications of visibility, influence, and political engagement remain part of an ongoing debate, but what’s clear is that leadership strategy must be as adaptive as the markets it seeks to shape.  

Developing your strategic mindset 

Strategic leadership begins with understanding your market, not just today, but five or 10 years into the future. 

Emerging leaders must learn to analyse external environments, industry dynamics, and internal capabilities using structured tools and frameworks. These include models for change management, organisational restructuring, and aligning leadership styles with strategic goals. 

Leadership development is also about self-awareness and adaptability. Programmes that empower leaders and foster strategic thinking encourage participants to push beyond their comfort zones, explore new ideas, and reflect on the leadership traits they want to cultivate. 

Nobody is limited to a single style; effective leaders wear different hats depending on the situation - whether navigating crises or managing stability. 

Over time, leaders must learn to match their approach to the organisation’s needs and external pressures. This includes motivating teams with appropriate goals and objectives and adapting communication styles to suit evolving circumstances. 

Strategic mindset development is not just about tools and theory, it’s about cultivating a way of thinking that is dynamic, long-term, and deeply attuned to both people and performance. 

Further reading:

The psychology of M&A deals: four mindsets to avoid

How leadership lessons from the past inspire CEOs

The key leadership skills for small business growth

The four meta-competencies you need to thrive in the AI revolution

Irina Surdu-Nardella is Professor of International Business & Strategy and was named in the Poets&Quants’ World’s Best 40-Under-40 MBA Professors Of 2025.

Learn more on leadership and strategy on the four-day programme The Strategic Mindset of Leadership at WBS London at The Shard.

Discover more about Leadership and Strategy. Receive our Core Insights newsletter via email or LinkedIn.