1. Strategy Management and Leadership Discussion with MCCA Presidents – 07.21.09 Daniel Wolf Dewar Sloan dwolf@dewarsloan.com Copyright Dewar Sloan 2009

2. 2 Orientation Contemporary Strategy and Successful Evolution Evolutionary Concern and The Context for Strategy Practice of Management and Practice of Leadership Making Strategy Happen… Ideas, People and Value Strategy Engagement for Relevance and Results

3. Copyright Dewar Sloan 2009 3 Strategic Thought and Behavior Contemporary strategy provides a working framework for enterprise growth, performance and change. Strategy provides: Meaning and Purpose; Relevance… Guidance for the Intellectual Process Support for the Culture of Engagement Constructs for the Approach to Guidance Perspectives and Pathways for Evolution The strategic agenda serves to connect your realities with a roadmap that helps colleges adapt and absorb, and evolve. Conventional strategic planning suffers disconnects in practice between direction, integration and execution.

4. Copyright Dewar Sloan 2009 4 Your Environment and Opportunities The technical, market, political, social and economic realities of organized learning/education constitute sources of stress. The college environment is increasingly “VUCA” in nature: More Volatile More Uncertain More Complex More Ambiguous However, opportunities emerge in a “VUCA” breeder-reactor that mixes, reorders and fixes new strategic opportunities. Impact on Every Sector

5. Copyright Dewar Sloan 2009 5 Management and Leadership Redefined In the literature and in practice, the strategic roles and impact of management and leadership have evolved: Management Today…Leadership Today… Provides DisciplineShapes Perspectives Orders and ArrangesEngages and Inspires Disperses ResourcesProvides Foresight Connects ProcessesEncourages Thought Manages Risk FactorsShares and Exchanges Provides InformationConveys Principles Contemporary management and leadership serve to connect expectations that shape behaviors that drive performance. Common themes emerging in the competence conversation tie to collaboration, corporate entreship and transformation.

6. Copyright Dewar Sloan 2009 6 Enterprise Competence Characteristics that contribute to greater management and leadership talent, gauged in benchstrength terms. Subject Matter… Content and Context and the perspective to match them in strategy Practice and Protocol… Processes that Make Sense and the judgment to connect them to strategy Collaboration 202… Effective and Evolving and the experience of open organizations Deep Engagement… Energy and Commitment and the knowledge to invest people in results These characteristics can be viewed in governance terms and development terms, geared to strategy-wise benchstrength.

7. Copyright Dewar Sloan 2009 7 Making Strategy Happen The dynamics of contemporary strategy are better addressed with a framework that is relevant everyday, and to everybody. Conditions for Organized Learning Higher Education, Beyond VUCA Factors Natural Goals of the Enterprise The College and Partners Strategy DirectionStrategy IntegrationStrategy Execution Focus & ChoicesAssets & SystemsActions & Impact Value Factors The strategic agenda is shaped by assumptions, matched with plans and decisions that are tempered by experience and risk…

8. Copyright Dewar Sloan 2009 8 Strategy Engagement From the boardroom and the community of interests, to the classroom and the blurred front lines of organized learning: Some are merely aware of your strategic agenda Some understand the nature of your strategic agenda Some appreciate the pulse of your strategic agenda Some are truly engaged in your strategic agenda Engagement in strategy management and leadership terms is about everyday thought and behavior, at every level. Engagement is developed and sustained through the strategic conversations that move about in the enterprise.

9. Copyright Dewar Sloan 2009 9 Sustainable Enterprise Every organization faces evolutionary forces, stakeholder interests, constraints and business risks. What really enables near-term and long-term success? Reputation Assets… Reputation-Worthiness Adaptive Structures… Focused on Results Resource Leverage… Ideas, People, Value Corporate Entreship… Capacity to Innovate Frontier Management… Expeditionary Practice What kind of management and leadership benchstrength goes with these engines of college strategy and success?

10. Copyright Dewar Sloan 2009 10 Discussion References On Strategic Thought and Behavior… Prepared & Resolved: The Strategic Agenda for Growth, Performance and Change… Wolf On Environment and Opportunities… Get There Early: Sensing the Future to Compete in the Present… Johansen On Management and Leadership Ideas… The Halo Effect: Eight Delusions that Deceive Managers… Rosenzweig On Making Strategy Happen… The Only Sustainable Edge: Strategy Depends on Friction… Hagel & Brown On Strategy Engagement… The Strategy Paradox: Commitments, Failures and Resolution… Raynor