Strategy and Leadership – An Integrated Approach What is Strategy? What is Strategy? Why organizations strategize their activities? Why organizations strategize.

Slides:



Advertisements
Similar presentations
1.
Advertisements

Planning: Processes and Techniques
Strategic Capabilities
THE CONTEXT OF MANAGING STRATEGICALLY Katie Klingele John Stewart Heather Hignojos.
ENGM 620: Quality Management
Chapter 2 – Operations Strategy for Competitive Advantage.
Third Edition Dr. Wasim Al-Habil. Chapter Strategic Management in the Public Sector.
Leadership and Strategic Planning
Creating Vision and Strategic Direction
Organization Development and Change
CHAPTER 9 MANAGING ORGANIZATIONAL CULTURE. CHAPTER 9 MANAGING ORGANIZATIONAL CULTURE.
Chair, Department of Management & Marketing
Creating Vision and Strategic Direction
7.
1. 2 Learning Objectives To understand: the elements or stages of the strategic management process the different perspectives on strategy development.
Learning and Development Developing leaders and managers
Competing for Advantage
Total Quality, Competitive Advantage, and Strategic Management
Part 3 Managing for Quality and Competitiveness © 2015 McGraw-Hill Education.
Essentials of Management Chapter 4
Charting a course PROCESS.
Lessons IX X: The Process of Strategic Management - The Strategy Formulation Process - The nature of strategic process in organizations The nature of strategic.
Strategic Management and the Entrepreneur
How to Manage the Organizational Change LaMarsh & Associates, Inc.
1. 2 Learning Objectives To understand: the elements or stages of the strategic management process the different perspectives on strategy development.
Recognizing Employee Contributions with Pay
Moving IT/BI From Reactive to Proactive in Process Performance Improvement From Reactive to Proactive:
Strategic Planning and the Marketing Management Process.
Copyright © 2011 The McGraw-Hill Companies All Rights ReservedMcGraw-Hill/Irwin Chapter 1 Strategic Planning and the Marketing Management Process.
Operational Excellence and Sustainable Performance Improvement Date: 9 June, 2009.
Logistics and supply chain strategy planning
Chapter 2: The Context of Managing Strategically
Copyright © 2009 South-Western, a part of Cengage Learning All rights reserved. Power Point Presentation by Dr. Leslie A. Korb Georgian Court University.
Performance Excellence and Organizational Change
In this topic we will look at: Issues With Information Technology And Management Information Systems Planning A Conceptual Model for Information Systems.
Planning, Strategy, and Competitive Advantage
Chapter 2: The Strategy Piece.  All managers must start with the same four pieces: strategy, information technology, structure, and leadership.
Lessons I II: Concepts and frameworks of leadership in various cultural and business environments Defining Leadership Defining Leadership  Leadership.
1 Discussion 13 Creating Vision and Strategic Direction.
Chapter 3 Strategic Human Resource Management. Chapter 3: HR’s Strategic Challenges  Strategic plan A company's plan for how it will match its internal.
The Organizational Cone. Organizational Cone Developed by Swedish management consultant, Bo Gyllenpalm Significant to understanding organizational relationships.
C3 Information Systems, Organizations, and Strategy.
Concepts and frameworks of Leadership  Defining Leadership  Leadership and Competitive Advantage  Principles of Leadership  Frameworks of Leadership.
C3 Information Systems, Organizations, and Strategy.
Chapter 3 Designing a Competitive Business Model and Building a Solid Strategic Plan.
What Is Strategy and Why Is It Important?. The Nature of Strategic Management Today must do more than set long-term strategies and hope for the best.
Amity School of Business Amity School of Business Management Foundation Module-II By Neeti Saxena Assistant Professor, ASB 1.
Brandon, Gerald, Ryan, Courtney, Brett, William, Kara, Scott.
The Importance of Vision and the Motive to Lead
Marketing II Chapter 2: Company and Marketing Strategy Partnering to Build Customer relationships
Analysis of the External Environment and Competition
Lecture # 8 & 9 Chapter 7 – Strategic Management.
Essentials of Planning © 2012 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website,
Marketing Management Module 5 Strategic Marketing.
Strategy and strategic planning Lecture 5. Strategy and strategic planning Strategy is an element of the internal environment of the organization. It.
Chapter 1 Market-Oriented Perspectives Underlie Successful Corporate, Business, and Marketing Strategies.
Strategic Planning and the Marketing Process
M.Phil. (TU) 01/2010), Ph.D. Scholar
Strategic thinking Chapter 1.
Definitions Strategic Competitiveness
PRINCIPALS OF PLANNING.
Chapter 1 Strategic Leadership: Managing the Strategy-Making Process for Competitive Advantage.
Creating Vision and Strategic Direction
MGT 498 Education for Service-- snaptutorial.com
MGT 498 TUTORIAL Education for Service--mgt498tutorial.com.
Managing Change and Other Keys to Successful Implementation
Marketing Planning Lecture 2.
Articulate how the practice of management has evolved
Leadership and Management for Safety
Strategic Management and Strategic Competitiveness
Presentation transcript:

Strategy and Leadership – An Integrated Approach What is Strategy? What is Strategy? Why organizations strategize their activities? Why organizations strategize their activities? The Role of Leadership within the Strategic Process: The Role of Leadership within the Strategic Process: Leaders as “Drivers” in clarifying and deploying the organizational Leaders as “Drivers” in clarifying and deploying the organizational vision vision Leaders as change “agents” in implementing strategy Leaders as change “agents” in implementing strategy

What is Strategy? - potential risks, managing change - Managing a business requires a well-defined long term plan of actions. Decision makers within organizations should manage strategically based on a certain action plan. The reason is that the activity of managers is characterized by variety and discontinuity. Managing a business requires a well-defined long term plan of actions. Decision makers within organizations should manage strategically based on a certain action plan. The reason is that the activity of managers is characterized by variety and discontinuity. Managing successfully a business requires dealing with sudden and even unprecedented changes regarded as potential risks threatening organizational activity in the future. Managing successfully a business requires dealing with sudden and even unprecedented changes regarded as potential risks threatening organizational activity in the future. Potential risks are related to external (business environment) and internal (organizational environment) factors. Potential risks are related to external (business environment) and internal (organizational environment) factors. –Give some examples of potential risks that might significantly influence a business. “Strategy is knowing the business you propose to carry out.” (Xenophon apud Cummings, in Hugh Macmillan, Mahen Tampoe, Strategic Management, Oxford University Press, p. 13) “Strategy is knowing the business you propose to carry out.” (Xenophon apud Cummings, in Hugh Macmillan, Mahen Tampoe, Strategic Management, Oxford University Press, p. 13) Dealing with unprecedented risks = Managing change Dealing with unprecedented risks = Managing change Strategy is a process of managing change. Strategy is a process of managing change.

What is Strategy? - winning strategies and leadership- Strategy is not a about deciding a course of action in a one- hour senior executive meeting. Strategy is not a about deciding a course of action in a one- hour senior executive meeting. Winning strategies requires leadership capabilities for deploying resources toward an established goal. Winning strategies requires leadership capabilities for deploying resources toward an established goal. Winning strategy is a process of mobilizing all those unique organizational capabilities for reaching the desired goals. Winning strategy is a process of mobilizing all those unique organizational capabilities for reaching the desired goals. The main reason for adopting a certain strategic plan is to achieve sustainable competitive advantage by “employing” unique organizational capabilities. The main reason for adopting a certain strategic plan is to achieve sustainable competitive advantage by “employing” unique organizational capabilities. –Unique capabilities = competences that can be hardly transferred to and replicated by competitors.

Leadership is an example of unique capability. Leadership is an example of unique capability. –Headhunting = a way of unique capability’s re-allocation between competitors. One organization’s ability to sell its merchandise at lower prices than its competitors might be a unique capability as long as the business proved to be more successful than its competition. One organization’s ability to sell its merchandise at lower prices than its competitors might be a unique capability as long as the business proved to be more successful than its competition. Some unique capabilities can be replicated or transferred, in time, to the competition. A leader should take appropriate action in order to make those unique capabilities harder to replicate or transfer to the competition. Some unique capabilities can be replicated or transferred, in time, to the competition. A leader should take appropriate action in order to make those unique capabilities harder to replicate or transfer to the competition. –Give some examples of actions taken to make unique capabilities harder to replicate or transfer to the competition. A true leader has the ability to preserve those unique capabilities for securing the success of the business. A true leader has the ability to preserve those unique capabilities for securing the success of the business.

Why organizations strategize their activities? The organizational strategy is a way of taking action on long term for minimizing potential risks and achieving sustainable competitive advantages. The organizational strategy is a way of taking action on long term for minimizing potential risks and achieving sustainable competitive advantages. Leaders should mobilize organizational resources and unique capabilities by taking action based on the agreed strategic plan. Leaders should mobilize organizational resources and unique capabilities by taking action based on the agreed strategic plan. Leaders should have the capability “to foresee the future, to understand the significance of changes, to conceive strategies, and to implement strategies successfully.” Leaders should have the capability “to foresee the future, to understand the significance of changes, to conceive strategies, and to implement strategies successfully.” (Hugh Macmillan, Mahen Tampoe, Strategic Management, Oxford University Press, p. 13) Leaders are the “changing agent” within the strategic process. Leaders are the “changing agent” within the strategic process. Leaders and followers experience responses to competitive situations through an agreed strategic plan. Leaders and followers experience responses to competitive situations through an agreed strategic plan. There is always a link between leadership and strategic process. There is always a link between leadership and strategic process. Managers as leaders have a direct responsibility for accomplishing the strategic goals established within the strategic plan. Managers as leaders have a direct responsibility for accomplishing the strategic goals established within the strategic plan.

“The strategy must address the fundamental nature of the business in the future. This suggests that strategy will be sensitive to values and culture as well as to business opportunity.” (Hugh Macmillan, Mahen Tampoe, Strategic Management, Oxford University Press, p. 13) “The strategy must address the fundamental nature of the business in the future. This suggests that strategy will be sensitive to values and culture as well as to business opportunity.” (Hugh Macmillan, Mahen Tampoe, Strategic Management, Oxford University Press, p. 13) Igor Ansoff: “Strategy is a rule for making decisions.” Igor Ansoff: “Strategy is a rule for making decisions.” True leaders pave the way towards achieving sustainable competitive advantage within an agreed strategic process. True leaders pave the way towards achieving sustainable competitive advantage within an agreed strategic process. A successful strategy is based on two inter-linked factors: A successful strategy is based on two inter-linked factors: –Reaching the desired strategic goals, –Having the above-mentioned factor accomplished based on effective and efficient leadership. The organizational leaders “should create the unique and valuable market position”. The organizational leaders “should create the unique and valuable market position”.(

The Role of Leadership within the Strategic Process Leaders as “Drivers” in clarifying and deploying the organizational vision Leadership has a critical role in forming and implementing the strategy. Leadership has a critical role in forming and implementing the strategy. The strategy may reflect “the views of a single inspirational leader.” (Hugh Macmillan, Mahen Tampoe, Strategic Management, Oxford University Press, p. 13) The strategy may reflect “the views of a single inspirational leader.” (Hugh Macmillan, Mahen Tampoe, Strategic Management, Oxford University Press, p. 13) Clarifying the vision of organization is a first step within the strategic process. The leaders have the vision of the business future. “Such leaders tend to be highly visible and to surround themselves with people who agree with their vision of the future.” Clarifying the vision of organization is a first step within the strategic process. The leaders have the vision of the business future. “Such leaders tend to be highly visible and to surround themselves with people who agree with their vision of the future.” (Hugh Macmillan, Mahen Tampoe, Strategic Management, Oxford University Press, p. 13) Leader's personal objectives should be connected to organization’s required objectives. “Unfortunately, strong leaders sometimes fail to recognize that their personal objectives may not be of value when the organization has reached a watershed in its development.” (Hugh Macmillan, Mahen Tampoe, Strategic Management, Oxford University Press, p. 13) Leader's personal objectives should be connected to organization’s required objectives. “Unfortunately, strong leaders sometimes fail to recognize that their personal objectives may not be of value when the organization has reached a watershed in its development.” (Hugh Macmillan, Mahen Tampoe, Strategic Management, Oxford University Press, p. 13) Leadership “may be a force for weakness as well as for strength” within the strategic process. Leadership “may be a force for weakness as well as for strength” within the strategic process.

Leaders as Change “Agents” in Implementing Strategy Implementing an agreed strategic plan involves: Implementing an agreed strategic plan involves: –“Large number of people changing the roles they play”, –Changing cultures and structures within the organization. Strong leadership is a prerequisite for implementing strategy. Strong leadership is required at all organizational levels. Both leaders and its followers, individuals and groups should “maintain the collective motivation and drive of all those involved in the changes.” (Hugh Macmillan, Mahen Tampoe, Strategic Management, Oxford University Press, p. 197) Strong leadership is a prerequisite for implementing strategy. Strong leadership is required at all organizational levels. Both leaders and its followers, individuals and groups should “maintain the collective motivation and drive of all those involved in the changes.” (Hugh Macmillan, Mahen Tampoe, Strategic Management, Oxford University Press, p. 197) Leadership has two main facets: Leadership has two main facets: –“Charismatic leadership which is mainly concerned with carrying the hearts and minds of the people involved in the change.” –“Transactional leadership which is more task orientated…” (Hugh Macmillan, Mahen Tampoe, Strategic Management, Oxford University Press, p. 13) Winning strategies are based on the optimum combination between the two facets of the leadership in the organizational context. Successful organizations have managed to form leadership group with inter-linked roles based on the two main leadership facets. Winning strategies are based on the optimum combination between the two facets of the leadership in the organizational context. Successful organizations have managed to form leadership group with inter-linked roles based on the two main leadership facets.