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I have written several paragraphs regarding the leader’s indispensable abilities that centred upon problem-solving, be it related to systems or people. I believe in the importance of problem-solving abilities, although I also believe that it is just a step toward true value creation – for which eventually a leader is appointed. The brief introduction of the different dimensions, necessary attitudes of problem-solving justified its complexity; but in real life a leader is not appreciated much if /s/he is a problem-solver only.

Dealing with problems is an asset of maintaining an organization in its current state (exceptions are few but radical). If we simplify an organization’s realm there are external and there are internal issues. Both issues can be positive and negative. Accordingly, there are positive internal things – strengths of an organisation, there are negative internal things – weaknesses of an organisation. Also, there are positive things outside of the organization – opportunities of an organisation, and finally there are negative things outside of the organization – threats of an organisation. These are the elements of the well-known SWOT analysis.

In itself as a tool, the SWOT analysis is not too useful. It is too broad to be used, because it just gives us a huge list. However, its implications are all the more interesting. What should we do after listing the points of the SWOT? In general, weaknesses have to be dealt with, strengths have to be preserved, opportunities have to be used and again threats have to be prepared for – we have to deal with it.

First, problem-solving mostly focuses on weaknesses and threats, and mostly on weaknesses. The latter is a pre-emptive motive. There are only two dimensions that are dealt with out of the four dimensions. A successful leader concentrates on the other two dimensions as well. What is more, the preference – of course depending on the given situation and the greatness of a problem – should be shifted to grabbing opportunities and/or innovating. Preservation is a slow decline. Why? Because the environment is changing rapidly, each of us have to be better and better and this will create a more valuable organisation as well.

The main question after having identified the importance of development (which is done preferably according to the commonly accepted strategy) the main question is: how? How can one identify the opportunities and create value by implementing those innovations, changes? I have been thinking about this for a while. I came up with five things that are necessary, but note this is only a theory, based on my experience:

First, ample amount of information has to be gathered. One has to ceaselessly look for events, data, happenings that may affect the organisation directly or indirectly. This has to be met with a skill to be able to analyse the data. Data has to be seen with the eye of a so-called strategic thinker. These are abilities that are required for solving problems as well. In addition to these, the leader has to be innovative and daring by nature, which is a question of attitude. If someone does not have the willingness to make changes, to grab opportunities than all of the above is helpful to solve problems. Last, gathering more and more experience helps to see the world differently, to see threats as opportunities, to learn how to implement. Experience should be relevant and irrelevant as well, the former helps the implementation, and the latter helps creative elements to take place. These all together create more and more opportunities that an organisation can implement and thereby add value by the help of the leader.