 Strategic thinking is defined as a mental or thinking process applied by an individual in the context of achieving success in a game or other endeavor. As a cognitive activity, it produces thought. When applied in an organizational strategic management process, strategic thinking involves the generation and application of unique business insights and opportunities intended to create competitive advantage for a firm or organization. It can be done individually, as well as collaboratively among key people who can't positively alter an organization's future. Group strategic thinking may create more value by enabling a proactive and creative dialogue, where individuals gain other people's perspectives on critical and complex issues. This is regarded as a benefit in highly competitive and fast-changing business landscapes. Strategic thinking includes finding and developing a strategic foresight capacity for an organization, by exploring all possible organizational futures, and challenging conventional thinking to foster decision-making today. Recent strategic thought points ever more clearly towards the conclusion that the critical strategic question is not the conventional what, but why, or how. The work of Henry Minzburg and other authors, further support the conclusion, and also draw a clear distinction between strategic thinking and strategic planning, another important strategic management thought process. General Henry Beauferro in 1963 that strategic thinking is a mental process, but once abstract and rational, which must be capable of synthesizing both psychological and material data. The strategist must have a great capacity for both analysis and synthesis, the analysis is necessary to assemble the data on which he makes his diagnosis, synthesis in order to produce from these data the diagnosis itself and the diagnosis in fact amounts to a choice between alternative courses of action.