10 leadership, strategy and deployment
DESCRIPTION
TRANSCRIPT
Leadership, Strategy and Deployment
Douglas M. Stewart, Ph.D.
The Anderson Schools of Management
University of New Mexico
Leadership The ability to positively influence
people and systems to have a meaningful impact and achieve results
Strategic Planning The process of envisioning an
organization’s future and developing the necessary procedures and operations to achieve that future.
Core Leadership Skills Vision Empowerment Intuition Self-understanding Value congruence
Dale Crownover, President, Texas Nameplate Co.
5
Leading Practices - LeadershipLeading Practices - Leadership Create a customer-focused strategic vision and clear
quality values Create and sustain leadership system and
environment for empowerment, innovation, and organizational learning
Set high expectations and demonstrate personal commitment and involvement in quality
Integrate quality values into daily leadership and management and communicate extensively
Integrate public responsibilities and community support into business practices
Zenger-Miller Leadership Competencies
Setting or sharing a vision Managing a change Focusing on the customer Dealing with individuals Supporting teams and
groups Sharing information Solving problems, making
decisions Managing business
processes
Managing projects Displaying technical skills Managing time and resources Taking responsibility Taking initiative beyond job
requirements Handling emotions Displaying professional ethics Showing compassion Making credible presentations
Leadership and Public Responsibilities
Ethics Health, safety, and environment Community support
8
Strategic PlanningStrategic Planning
Formal strategy includes:Formal strategy includes: Goals to be achieved Policies to guide or limit action Action sequences, or programs,
that accomplish the goals
““A strategy is a pattern or plan that integrates A strategy is a pattern or plan that integrates an organization’s major goals, policies, and an organization’s major goals, policies, and action sequences into a cohesive whole.”action sequences into a cohesive whole.”
James Quinn James Quinn
9
Tasks Accomplished by Strategic PlanningTasks Accomplished by Strategic Planning
Understand important customer and operational requirements
Optimize use of resources and ensure bridging between short-term and longer-term requirements
Ensure that quality initiatives are understood at all organizational levels
Ensure that work organizations and structures will facilitate accomplishment of strategic plan
10
Leading Practices - Strategic Planning
Leading Practices - Strategic Planning
Active participation of top management, employees, customers, suppliers
Systematic planning systems for strategy development and deployment, including measurement, feedback, and review
Use of a variety of external and internal data
Align short-term action plans with long-term strategic objectives, communicate them, and track progress
11
Strategic Planning ProcessStrategic Planning Process
Mission Vision Guiding Principles
Environmental assessment
Strategies
Strategic Objectives
Action Plans
Broad statements of direction
Capabilities and risks
Things to change or improve
Implementation
Reason for existence Future intent Attitudes and policies
12
Policy Deployment (Hoshin Kanri)
Policy Deployment (Hoshin Kanri)
Top management vision leading to long-term objectives
Deployment through annual objectives and action plans
Negotiation for short-term objectives and resources (catchball)
Periodic reviews
Hoshin Kanri Steps Establish organizational vision Develop 3-5 year strategic plan Develop annual objectives Deploy/roll down to departments
– Departments develop plans and means– Focus deployment – not everyone needs
to be involved in everything– Iterative (catchball) nature may take time
Hoshin Kanri Steps (2) Implementation of plans Review progress regularly Annual review
– Drop or continue incomplete policies– Check results– What caused us to miss targets