1. Leading Strategically: Strategic thinking
Nepal Administrative Staff College
Leading Strategically: Strategic thinking
Facilitators
Suwarn Kumar Singh
Nabin Chapagain
Advanced Course on Management and Development
2018/8/15

2. Forethought "Energy saving is the generation of energy”
Kulman Ghising
"The priority [of the government] now should be on job-creating economic change, propelled by large investments in infrastructure. Energy and connectivity can unleash potentials in manufacturing, tourism, and agriculture.” Swarnim Wagle

3. Do they communicate strategy?
Forethought
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Do they communicate strategy?

4. Ps of Strategy
Perspective
Plan
Position
Pattern

5. Strategy as a… POSITION
Means of locating an organization in an environment – How the service recipients wants to see us ?
PERSPECTIVE
An deep-rooted way of perceiving the world – How the leader thinks and see the environment and world ?
Examples: Position – Load shedding mukata samaz
Prespective – Chuhabat niyatran garna sakin cha, Janta le sahayog garchan, Bidhuta supply gare pachi zaha pani jancha – ke ko lagi pathaune bayakti ki bayabsaya (integirity), yesari pani chale kai ta cha ( 8 ghanta / 12 ghanta bhane pani patayaune aawstha thiyo)

6. Strategy as a…
PLAN
Consciously intended course of action, a set of guidelines to deal with the situation – How to achieve the position ?
PATTERN
In a stream of actions…consistency in behavior whether or not intended – How plans are translated / how decisions are made ?
Plan: Kasari garne, Sarbazanik appeal garne, Niyaman garne, Janachetana badhaune, Main transmission line marmat garne, new source of energy generation garne
Pattern: LED ko kharid, Bakayakti ra bayabasaya lae bidhuta bitaran ko samaya farka

7. 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?

8. Where do it start ?

9. Strategic Thinking

10. Strategic Thinking

11. 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.

12. Strategic Management Common phenomenon with common practice
Common phenomenon with different practice
Different phenomenon with common practice
Different phenomenon with different practice

13. Strategic management in public sector Value Chain Exercise

14.  External Factors
 Internal Factors

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

16. 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

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

18. Strategic Planning Process

19. 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)

20. 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

21. Leading Strategically: OD Needs assessment and Interventions

22. We are busy !

23. 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.

24. 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.

25. Organization-Level Diagnostic Model
Inputs
Design Components
Outputs
General
Environment
Industry
Structure
Technology
Strategy Structure
HR Measurement
Systems Systems
Effectiveness
Organization
Culture
Cummings & Worley, 7e (c) 2001

26. Group-Level Diagnostic Model
Inputs
Design Components
Outputs
Organization
Design
Goal Clarity
Task Team
Structure Functioning
Group Group
Composition Norms
Team
Effectiveness

27. Individual-Level Diagnostic Model
Inputs
Design Components
Outputs
Organization
Design
Group Design
Personal
Traits
Goal Variety
Task
Identity Autonomy
Task Feedback
Significance about Results
Individual
Effectiveness

28. Need Assessment Work in Group Time: 15 min discussion
5 min presentation

29. Needs Types
Needs (gaps) are of 4 types:
Normative
Relative
Expressed
Perceived

30. Types of Need Normative
Defined as falling below a standard criterion established by custom, authority, or general consensus.
Eg: Records are not available easily most of the time
Relative
Measured by the gap between the level of service between similar communities
Eg: Technology implementation in public service delivery is better in neighboring countries

31. Types of Need, cont. Expressed Perceived
Defined in terms of the number of people who actually have sought (wanted) help
Eg: In-service training is must for forthcoming promotions
Perceived
Defined in terms of what people think their needs are or feel their needs to be
Eg: PhD degree is important for trainers and researchers

32. 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

33. OD interventions
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. Write Interventions
Discuss in your group why this technique is appropriate
Time: 10 min for writing interventions
5 min for presentation

35. 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

36. 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

37. 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

38. Guiding and Driving Path

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

40. Discussion/Feedback