302. behavioral implementation & leadership

7/30/2019 302. Behavioral Implementation & Leadership

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Implementing Strategies

Activating Strategies.

StructuresDesign & Change.

Behavioral Implementation.

Functional & Operational

Implementation.


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After nearly 45 years, the theory of business

strategy is well developed and widelydisseminated. Yet, the Business world remains

littered with examples of bad strategies. What

makes CEOs back them? Flawed analysis,

excessive ambitions, greed and other possible

cause

Rather there is one contributing factor that affects

every strategist:

THE HUMAN BRAIN


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OrganizationalLeadership

Organizational Leadership Involves:

The ability to anticipate, envision, maintainflexibility and empower others to create strategic

change

Multi-functional work that involves workingthrough others

Consideration of the entire enterprise ratherthan just a sub-unit


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The ability to influence those with whom you work

within your organization to voluntarily make

decisions on a day-to-day basis

The result is that the long-term viability of the

organization will be enhanced while, at the

same time, the short-term financial stability ofthe organization will be maintained

Organizational Leadership


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Organizational Leadership Presumes:

An ability to influence co-workers

Leader understands the emergent strategy process

Visionary leadership entails many characteristics, such asa willingness to take risks

Managerial leadership entails many characteristics, like anintended rational way of looking at the world

Visionary leadership & managerial leadership can co-exist

That strategic leadership synergistically combines visionaryleadership and managerial leadership

A faith in their ability to change their firms in a waythat the environment they operate in will change


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Want stability & to

preserve the

existing order

Guide without astrategic vision.Constrained by values& by using explicitknowledge

Guideknowledgecreationbyencouraging contradictorycapabilities (e.g. individual,

group, and organizational tacit &explicit knowledge)

Are comfortablehandling Short-term day-to-dayactivities

Managerial Leaders, StrategicLeaders, VisionaryLeaders

Define boundaries by useof metaphors, analogies &

models to allow for a mix ofcontradictory concepts

Want stability & to

preserve the

existing order



Want stability & to

preserve the

existing order



Manage the paradox created by

use of managerial & visionaryleadership models

Control by social-ization & sharingcommon norms,values & beliefs

Are not dependent onthe organisation fortheir sense of who they

are

Are future-orientedconcerned with risk-

taking



taking


are



taking


are


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Role of the CEO

Provide Executive Leadership & Strategic Vision

Manage the Strategic planning process

Articulating a Strategic Vision

CEO presents a role model

Communicating performance standards &

Implementing them


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Determines

StrategicDirection

Developing a long-term vision of thefirms Strategic Intent

Exploits & Maintains

Core Competencies

Leaders must ensure that the firms core

competencies are emphasized instrategic implementation efforts

DevelopsHuman

Capital

No strategy can be effective unless thefirm is able to develop & retain good

staff to carry it out

Sustains an EffectiveOrganizational Culture

Leaders play a critical role in shaping

and reinforcing the firms culture

Determines

StrategicDirection

Exploits &

Maintains CoreCompetencies

DevelopsHuman

Capital

Sustains anEffective

Organizational Culture

Effective Organizational Leadership


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Level 5 LeadershipJim Collins

Level 1

Highly Capable Individuals (Contribution by Competencies)

Level 2

Contributing Team Member (Contribute to Group Goals)

Level 3

Competent Manager (Organizing People & Resources to Goals)

Level 4

Effective Leader (Vision + Commitment + High Perf. Std.)

Level 5

Executive (Personal Humility + Professional Will)


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Jack Welch

on

Leadership


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Authenticity

Ability to see around Corners

Strong penchant to surround themselves with

people better and smarter than they are.

Heavy-Duty Resilience

Characteristics of a Leader


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The problem is worse than it appears There are no secrets in the world, and everyone will

eventually find out everything You and your organization's handling of the crisis will

be portrayed in the worst possible light

There will be changes in processes and staffing. Almost

no crisis ends without blood on the floor

The organization will survive, ultimately stronger for

what happened

Assumptions for a Leader


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Leaders relentlessly upgrade their team, using everyencounter as an opportunity to: Evaluate (Right Manon Right Job)

Leaders make sure people not only see the vision, butlive and breathe it

Leaders exude positive energy and optimism Leaders establish trust with candor, transparency and

credit Leaders have the courage to make unpopular decisions

and gut calls Leaders inspire risk-taking and learning by setting the

example

Leaders celebrate

LeadershipSetting an Example


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Top Management

Managing the Company:

Running the company as a whole rather than onesegment

Guidance, Motivation & overall control

Setting Competitive Strategy Establishing Major Policy:

Calls for Broad Judgment

All Possible Trade offsAffecting the entire company

Long Range Planning & Timing:

Timing & Magnitude of Future actions


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Top Management

Changing Organization Structure:

Reorganization as per the environmental demands

Selecting Key Personnel:

Identifying & recruiting key personnel

Success or Failure of any Strategy

Approving Large Expenditures & Contracts

Specific Location, Capacity, Capital Allocation

Negotiating Mergers & Major Agreements:

Complex Matters involving Top Management


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Top Management

Officially Representing the Company

Approving Annual Budgets

Financial Aspects of the company

Integration of Short run & Long run plans

Coordinating & Controlling

Guiding Influence on current activities


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Culture Defined

Organizational culture is the underlying

values, beliefs, and principles that serve as the

foundation for an organizations managementsystem.

In addition, it includes the management

practices and behaviors that exemplify and

reinforce these basic principles


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A pattern of basic assumptions - invented,discovered, or developed by a given group as it

learns to cope with its problems of external

adaptation and internal integration That has worked well enough to be considered

valid and, therefore, to be taught to new

members as the correct way to perceive, think,

and feel in relation to those problems (Schien,

1985)


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Once established it may be resistant to change

Nurtured and sustained through hiring practices

Socialization of new hires

Organizational culture largely dictates issues like:

Formalization of rules

People/team orientation

Task orientation

Work hours and dedication to the company

Dress code

Ethical standards


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Functions of Organizational Culture

Culture is the social glue that helps hold an

organization together by providing standards for

what employees say or do.

Culture provides boundary-defining roles.

Culture conveys a sense of identity for organization

members

It serves as a sense-making and control

mechanism that guides and shapes the attitudes and

behavior of employees


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Significant Components of Culture

Relationships

Language and communication

Institutional and legal systems

Values and value systems

Time orientations Mindsets or world views


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Strategy- Culture Connection

Link Changes toMission and

Organizational

Norms

Manage Around

CultureSynergistic

ReformulateStrategyMany

Few

High Low

Changesin

Organiz

ationFactors

Potential Compatibility of Changeswith Existing Culture

302. behavioral implementation & leadership

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