In today’s fast-changing world, preparing for the future feels more important — and challenging — than ever. That’s where understanding the difference between strategic thinking and strategic planning comes into play as these are two entirely different things. Strategic thinking involves creativity and being able to imagine what the future will look like, whereas strategic planning is an analytical function that employs logic. This is why many New Year’s resolutions and plans quickly fall by the wayside. Without imagining the various scenarios of the future, it isn’t easy to guide ourselves through them with a list of resolutions.
I spent most of January thinking strategically about my future. One of my favorite classes that I taught at UC Berkeley was when Alexander Rose of the Long Now Foundation came to talk with my class. As a leader, having an executable vision for the future takes strategic thinking and planning. For this, we need to use both sides of our brain. In my work for my sustainable clothing apparel brand Ocean SF, I have to be forward-thinking in my clothing production and how it impacts waterways, and how we can, through our work, educate our customers to protect our oceans. In my consulting work, I teach leaders to have a crisp vision for their future and then plug in the executable steps into a detailed plan.
When you combine the Herrmann Brain Dominance Instrument (HBDI), which helps us understand different ways of thinking, with the long-term mindset of the Long Now Foundation, you get a powerful approach to tackling the unknown with both creativity and structure. If you are unfamiliar with the Long Now Foundation, they are building a clock that will chime for 10,000 years.
Why would anyone build a Clock inside a mountain that will chime for 10,000 years?
The future is inherently uncertain, and creativity is essential to navigating the unknown. The Long Now Foundation’s 10,000-year clock is a powerful metaphor for this principle — a blend of artistry, engineering, and philosophy designed to provoke deep thought about time and responsibility.
Since I began working with the HBDI model, I consistently tried to use my whole brain, so I found the whole idea of creative thinking and analytical planning interesting.
What is HBDI, and Why Does It Matter In Planning?
HBDI breaks down how people think into four types:
- Analytical (Blue Quadrant): Focused on facts, logic, and data.
- Practical (Green Quadrant): All about details, processes, and getting things done.
- Relational (Red Quadrant): Centered on people, empathy, and relationships.
- Conceptual (Yellow Quadrant): Big-picture thinkers who thrive on ideas and possibilities.
When it comes to strategy, “thinking” this tends to come from the yellow quadrant — dreaming big and focusing on the future. “Planning,” is rooted in the green quadrant — figuring out how to make those dreams happen. But you need all four quadrants to create a strategy that’s not only visionary but also practical and inclusive.
Learning from the Long Now Foundation Concept
The Long Now Foundation is all about thinking long-term. In their case, it is 10,000 years long. They are building a clock that will mark time with a chime generator designed to produce over 3.5 million unique bell chime sequences — one for every day the Clock is visited for the next 10,000 years.
Ten thousand years is about the age of modern civilization, so The Clock will measure out a future of civilization equal to its past. This assumes our civilization is in the middle of whatever journey we are on — an implicit statement of optimism. — The Long Now Foundation
The Clock provides a rare invitation to think about the timescale of civilization. The clock offers a symbol of our personal connection to the distant future.
Their mission is a reminder that what we do today echoes far into the future. It’s a call to look beyond immediate deadlines and focus on creating resilient and sustainable strategies over time.
This perspective fits perfectly with strategic thinking. It’s not just about solving today’s problems but also imagining how we can shape a better future. Strategic planning, then, becomes the tool to turn those big ideas into actionable steps.
How Thinking and Planning Work Together?
People often think of strategic thinking and planning as separate steps: first, you dream, then you plan. But in reality, they work best together.
- Let Creativity Lead: Start by tapping into conceptual thinkers (yellow quadrant). They’re the ones who can envision bold, exciting futures and challenge the status quo. They also love risk.
- Make It Real: Analytical and practical thinkers (blue and green quadrants) step in to test what’s possible and map out the steps to get there.
- Bring People Onboard: Relational thinkers (red quadrant) ensure everyone feels heard and invested, building support for the vision.
Facing the Future with Creativity
The future is unpredictable, but that’s where creativity comes in. The 10,000-year clock is a great example of this — it’s part art, part engineering, and entirely about challenging how we think about time and responsibility.
By applying HBDI to strategic thinking and planning, you can:
- Include diverse perspectives: Different ways of thinking lead to better solutions.
- Stay flexible: Be ready to adjust as new challenges and opportunities arise.
- Balance short- and long-term goals: Handle immediate needs without losing sight of the bigger picture.
A New Way to Lead
Strategic thinking and planning aren’t opposites; they’re partners. By combining the creativity of HBDI’s conceptual thinking with the Long Now Foundation’s long-term approach, you can build inspiring and actionable strategies. It’s about more than just having a plan. It’s about leading with vision, adaptability, and the courage to think big and take risks.
The future isn’t only something to plan for — it’s something we can create.
Sydney 