Concepts

What Is Strategic Thinking and How to Develop It

Published by When Notes Fly

https://whennotesfly.com/concepts/frameworks-models/what-is-strategic-thinking

When Notes Fly article, fact-checked and corrected.

Corrected & verified
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Who created and checked this page

Correction

Emir BaycanExpert Contributor

Correction history

Every accepted correction to this page is recorded with the exact change, so readers can see how the page improved over time.

  1. 28 July 2026 · corrected by Emir Baycan

    Corrected one mischaracterization: clarified that Brandenburger and Nalebuff's co-opetition model (1996) proposed complementors as an additional strategic factor sometimes informally called a sixth force, rather than an official addition to Porter's Five Forces framework. The McKinsey 2018 survey figures, Hamel/Prahalad Strategic Intent, and Roger Martin's Playing to Win framework were verified accurate and left in place. Findings referencing Senge on systems blindness, an MGI 47%/36% growth study, and an 80% SpaceX cost-reduction figure were not present in the current version of this article.

    Before

    The article described complementors as an official sixth Porter force added to the Five Forces model.

    After

    Reframed complementors as Brandenburger and Nalebuff's own addition, informally called a sixth force, not a Porter-endorsed extension.

    Why: Porter's Five Forces framework does not officially include complementors; that addition comes from separate researchers. Correction fixes the attribution rather than adding new sources. Three other findings in the tracker did not match the article's current content.

    View the full record →

Full contribution timeline

  1. Correction 28 July 2026

    Emir Baycan: Corrected one mischaracterization: clarified that Brandenburger and Nalebuff's co-opetition model (1996) proposed complementors as an additional strategic factor sometimes informally called a sixth force, rather than an official addition to Porter's Five Forces framework. The McKinsey 2018 survey figures, Hamel/Prahalad Strategic Intent, and Roger Martin's Playing to Win framework were verified accurate and left in place. Findings referencing Senge on systems blindness, an MGI 47%/36% growth study, and an 80% SpaceX cost-reduction figure were not present in the current version of this article.

    Proof record →