Leading Strategically: Strategic thinking Nepal Administrative Staff College Leading Strategically: Strategic thinking Facilitator Basanta Raj Sigdel Day 5-I Advanced Course on Management and Development

Forethought The best way to predict the future is to create it” - Peter Drucker

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Why your Leader is your Leader ?

5 Ps of Strategy Strategy Plan Perspective Ploy Position Pattern - H. Mintzberg Plan Perspective Strategy Ploy Position Pattern

Strategy as a… POSITION Means of locating an organization in an environment PERSPECTIVE An engrained way of perceiving the world

Strategy as a… PLAN Consciously intended course of action, a set of guidelines to deal with the situation PLOY Specific maneuver intended to outwit an opponent or competitor PATTERN In a stream of actions…consistency in behavior whether or not intended

Strategy to answer… Where is the organization now? Where does the organization want to be in one, two, or five years? How can we get there? What are the risks and payoffs involved?

Strategic Thinking

Strategic Thinking

Self Assessment: Strategic Thinking

Part II: Scoring Use the following table to interpret your score. 104–125 Exceptional: You’re a talented strategic thinker who possesses many of the traits, behaviors, attitudes, and cognitive capacities that are necessary for thinking strategically. 78–103 Superior: You’re a highly effective strategic thinker in many areas but would benefit from refining some of your skills. 51–77 Adequate: You know and practice many of the basics of strategic thinking. However, you can increase your success by further extending your skills. 25–50 Deficient: You’ll need to work broadly on your strategic thinking skills so that you can learn how to analyze opportunities and problems from a broad perspective and understand an action's potential impact on others.

Strategic Thinking

Strategic Management Strategic management: Art and science of formulating, implementing, and evaluating cross- functional decisions that enable an organization to achieve its objectives. Set of decisions and actions that result to the formulation and implementation of plans designed to achieve an objectives; Study of why and how some firms outperform others.

Strategic management in public sector Public Service Value Chain Exercise

 External Factors  Internal Factors Determine relevance of internal and external factors Identify and evaluate alternatives Strategy Formulation Implementation and Control  Internal Factors

Shared values and culture Internal Factors: Some Drivers Policies, Regulation, Procedures, Structure, Resources, Timeliness, Output, Service Design Service Quality, Integrity, Accountability, Competent Leadership and Management Clear Objective, Resourcefulness, Strategic Thinking, Career Development, Work Place Quality, Work Load, Shared values and culture

External Factors: Some Drivers Legal, Technological, Political, Environmental, Economical Fairness, Right Service, Availability, Accessibility Awareness, Need, Expectations, Knowledge, Social Values, Politics

Strategic Planning Process

Strategic Planning is … … an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue strategy. It is defined as the process of addressing the following questions: Where are we? - SWOT (Internal and External Analysis considering Value Chain) Where do we want to be? – VMO How do we get there? – Strategy Formulation (RBV)

Strategic Planning Process Getting ready (agreement) Environmental analysis (SWOT analysis) in context of Public Sector Value Chain Strategy Formulation (Identification of Strategic Issues and Factors, Vision/Mission, Objectives, Roles, Strategies) Strategy Implementation (Strategic Actions/Action plan- Tasks/Activities, By whom, By when, Critical Success Factors etc.) Evaluation and Control

Strategic Planning

SWOT Profile- an example Internal Strengths Weaknesses Mandate / Vision / Mission Structure Systems / Processes Resources Performance / outputs All staff are trained in computer- office applications Client feedback is not considered while planning External Opportunities Threats Political Economic Social Technological Health sector as one of the priorities of government Decreased rate of commitment in resources by development partners

Leading Strategically: OD Needs assessment and Interventions Nepal Administrative Staff College Leading Strategically: OD Needs assessment and Interventions Facilitator Basanta Raj Sigdel Day 5-II&III Advanced Course on Management and Development

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Organization Development Process of increasing organizational effectiveness and facilitating personal and organizational change through the use of interventions driven by social and behavioral science knowledge. A process of fundamental change in organizational culture Process of bringing to the surface those implicit behavioral patterns that are helping and hindering development.

OD Needs Assessment A systematic exploration of the way things are and the way they should be. These "things" are usually associated with organizational and/or individual performance.

SWOT Profile Strengths Weakness opportunities Challenges

It’s not what you know, but how you know it Needs (gaps) are identified in 4 ways: Types of Need Normative Relative Expressed Perceived

Intervention To intervene is to enter into an ongoing system of relationships to come between or among persons, groups, or objects for the purpose of helping them. Argyris, C. (1970) Intervention theory and method. Reading, MA: Addison-Wesley

Dimensions of Intervention People Technology Structure

OD interventions The planned activities clients and consultants participate in during the course of an OD programme for changing the status quo. An action or set of actions designed to introduce changes in organization for improving its efficiency and effectiveness. A set of planned change activities intended to improve organization's effectiveness, including quality of work life and productivity. - Cumming, 1993

OD Canvas Work in your group Discuss appropriate intervention techniques (reference listed) for your identified need Ask yourself why this technique is appropriate Peer Review your group work

Perceived Org. Performance OD Framework OD Interventions Output Outcome Individual Intervention Selection T&D Counseling Promotion Structural Org. design Job design Down/Right sizing Process Goal setting Team building Decision making Human Output Individual commitment & Involvement Perceived Org. Performance Improvement in cereal production Beer, 1980

Integrated approach

Intervention mode Level of Organization Target Group Top (Policy) Level Middle Level Operational Level Target Group Individual Team Organization Organizational Elements Human Technical Structural Process

Individual level intervention Life and Career Planning activities Education and Training Mentoring, Coaching and Counseling T-group (Sensitivity training) Job redesign Behavior modeling Reflection Responsibility charting Individual goal setting / 360 degree feedback Performance appraisal Leadership development Values Clarification and Value Integration Conflict Management Action Learning Self-Awareness Tools

Team level interventions Team building: task / process directed Interdependency exercise Appreciative inquiry Responsibility charting Role analysis technique Decision making, problem solving, planning, goal setting in team Conflict management/ Confrontation meeting Job enrichment MBO Appreciations and concerns exercise Visioning Quality of work life programmes Quality circles Force field analysis Self managed teams Process consultation

Organization level interventions Socio-technical systems MBO Cultural analysis Confrontation meetings Visioning Strategic planning Performance management Employee wellness / Reward system Diversity management Knowledge Management Interdependency exercise Survey feedback Appreciative inquiry QWL programmes TQM Physical settings Large scale systems change Succession planning Structural changes / Restructuring: Downsizing, Decentralization and Centralization

Learning Curve for Successful OD

Guiding and Driving Path

Concluding thought “The secret of change is to focus all of your energy not on fighting the old but on building the new” - Socrates

Discussion/Feedback Basanta Raj Sigdel Nepal Administrative Staff College Cell 9841310840 Email: brsigdel@nasc.org.np