1. 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

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

3. Leader for You

5. Why your Leader is your Leader ?

6. 5 Ps of Strategy Strategy Plan Perspective Ploy Position Pattern
- H. Mintzberg
Plan
Perspective
Strategy
Ploy
Position
Pattern

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

8. 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

9. 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?

10. Strategic Thinking

11. Strategic Thinking

12. Self Assessment: Strategic Thinking

13. 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.

14. Strategic Thinking

15. 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.

16. Strategic management in public sector
Public Service Value Chain Exercise

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

18. 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

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

20. Strategic Planning Process

21. 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)

22. 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

23. Strategic Planning

24. 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

25. 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

26. We are busy !

27. 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.

28. 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.

29. SWOT Profile
Strengths
Weakness
opportunities
Challenges

30. 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

31. 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

32. Dimensions of Intervention
People
Technology
Structure

33. 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

34. 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

35. 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

36. Integrated approach

37. 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

38. 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

39. 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

40. 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

41. Learning Curve for Successful OD

42. Guiding and Driving Path

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

44. Discussion/Feedback Basanta Raj Sigdel
Nepal Administrative Staff College
Cell