The call to be strategic--and with it the concept of strategic management--can bring to mind a wide range of definitions, and there is now a huge array of academic literature supporting the different schools of thought. At a basic level, however, strategic thinking is probably most simply about focusing on the whole, rather than the part. In expounding the idea of "being strategic", this paper considers what is meant by strategic management, how it might be practised in the context of higher education management, and whether or not it is worth the effort. The author looks first at some of the most influential management approaches and techniques. He examines two key components of strategic management: (1) strategy formation; and (2) strategy implementation and evaluation, with a particular emphasis on the crucial stage of formation. Then, he considers some of the most helpful approaches in each case by using a case study based on the author's experience as Director of Student Services at the University of Sheffield. Finally, it is important to note how the two components are inter-linked and need to inform each other. (Contains 2 figures.)