strategic thinking 0r strategic manegment in universities
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Transforming the Academy: Strategic Thinking, Strategic Planning, and Vision
Integration
na XVI. znanstveni kolokvij
Sveučilišta u Rijeci
John PisapiaFlorida Atlantic University
September 23, 2013
Themes for the Day
Target #1: Develop an understanding of the nature of change, strategic planning vs strategic thinking, and its application to the University setting.
Theme 1: The Strategies of Change
Theme 2 Strategic Thinking vs Strategic Planning
Theme 3: Which model suits Universities?
Theme 4: What Research available and what is
needed? The Strategic Leader Network 204/10/2023
StrategyAn Introduction
What we agree on Change is inevitable, but success is no
The object of planning is change
The idea of strategic planning is good
It doesn’t work - It does has been estimated that between 70-90% of all change efforts fail (Axelrod, Axelrod, Jacobs, Beedon, 2006; Covey, 2004; Kaplan & Norton, 2004; Sirkin, Keenan, Jackson, Kotter, Beer, Nohria, & Duck, 2005).
Pisapia (2012) 4
What we don’t agree on
MyStrategyLab
Strategy is a long term direction –
snježana jurišić · of the Croatian Economic Association says, ‘Strategy is the way we decided to achieve our goal
“The essence of “…strategy is Choosing what not to do. ”
A pattern in a stream of decisions
The Strategic Leader 6
Pisapia’s PerspectiveMost agree Strategy a process that results in a dominant logic that
guides leader and organization actions for a period of time
Strategy
A plan of action designed to achieve a major or overall aim.
Strategic Planning and Strategic Thinking
Methods in which we identify the destination and ways to get there
The Power of the Curve
Strategic Change
How would you explain these facts?• 1
• On June 28, 2007, Nokia was the top selling mobile-phone company in the world, people stopped working when they left their computers, Android phones didn't exist, and executives of all echelons were thumbing on their BlackBerrys.
• The next day, Apple's first iPhone went on sale. • On April 19, 2012, Nokia reported 1.7 billion dollar loss in the
first quarter.
• On July 1, 2012 - BlackBerry maker Research in Motion announced it was laying off 5,000 people -- and reported a first-quarter loss of $518 million. Sales were down 40% from the previous year.
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A T h e o r y o f S t r a t e g i c C h a n g e !
The Power of the Curve
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Expl
oita
tion
The Strategic Leader Network
Pred
iction
- An
alytic
The History of the Cell Phone
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A T h e o r y o f S t r a t e g i c C h a n g e !
The Power of the Curve
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Expl
oita
tion
Expl
orati
on
Disruptive Innovation
The Strategic Leader Network
Pred
iction
- An
alytic
Synthesis & Analytic
Uncertainty
What Science underpins your Worldviews?
Old Science - New Science• Organizations tend to be:
– Built on predictability and Rationality.– Rigid and conforming– In a steady state. – Have problems which are amenable to
solution.– Independent of environment
• Change must be managed not led.
– Leaders need to predict, direct, manage and control change in their organizations.
– Develop and follow detailed maps.
– Focus on clarity of purpose, command structures, and control processes.
– Command and control structures are used to create predictability of results.
• Organizations tend to be:
– Built on unpredictability and complexity.– In disarray and disorder. – In a state of becoming– Have some problems which not amenable to
solution in current form,– Interdependent with environment
• Change must be led, not managed.
– Leaders need to discover the route and the destination through a journey.
– Focus on becoming more adaptable in order to survive.
– Maintain a constancy of purpose. – Begin with a small working system,
have multiple goals, strive to make good enough choices, and grow by chunking.
– Turn whatever happens to your advantage.
Pisapia, J. (2009). The Strategic Leader. Charlotte: NC: IAP 12
04/10/2023 The Strategic Leader Network 13
The Lessons of the Curve
The Lessons of the Curve
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The Philosophy Lesson
The Leadership Lesson Command and Control Command and CoordinationCoordination and Collaboration.
New Times Require
New Science Tactics
The Change Lesson
The Thinking Lesson Analytical --AND--SyntheticCritical ---AND ----Creative
Strategic Thinking vs. Strategic Planning
Core Differences
Whose View of Strategy Is theMost Relevant Today?
Michael Porter• The Future can be predicted
through analysis of 5 Forces and Data
• Plans will succeed• Boundaries are fixed• Focus on competition to create
value• Pre identified strategies can be
systematically programmed.• Competitive advantage is
sustainable• Created by detached group of
experts
Henry Mintzberg• The Future Emerges as intentions
meet changing reality• Pre identified Plans fail• Boundaries are fluid• Focus on innovation and new
futures• Strategy emerges as intentions
collide with and accommodate a changing reality.
• Competitive advantage transient • Emphasis on learning and the
political dimension
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Strategic Thinking Strategic PlanningVision of the Future
Only the shape of the future can be predicted. Direction is more important than detailed Plan
The future is predictable and can be specifiable in detail
Strategy Making
• Premium is on synthetic and integration of ideas
• Strategy and change are inescapably linked.
• Focused on finding new strategic options and executing them successfully
• Analysis is the hallmark of planning
• Need for logic and rational Thinking
• Strategy and change are separated
• Focused on Threats
Process and Outcome
The planning process itself as a critical value-adding element.
Focus is on the creation of the plan as the ultimate objective
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Strategic Thinking Strategic PlanningStrategic Formulation and Execution
Formulation and Execution are interactive rather than sequential and discrete.
Formulation and Execution can be neatly divided.
Managerial Role in Strategy Making
Lower-level managers have a voice in strategy-making, as well as greater latitude to respond opportunistically to developing conditions.
Senior executives obtain the needed information from lower-level managers, and then use it to create a plan which is, in turn, disseminated to managers for Execution.
Managerial Role in Execution
All managers understand the larger system, the connection between their roles and the functioning of that system, as well as the interdependence between parts of the system
Lower-level managers need only know his or her own role well and can be expected to defend only his or her own turf
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Strategic Thinking Strategic Planning
Control Relies on self-reference – a sense of strategic intent embedded in the minds of all managers that guides their choices on a daily basis in a process that is often difficult to measure and monitor from above.
Asserts control through measurement systems, assuming that can be measured and monitored accurately and quickly.
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Key Elements Strategic Thinking Strategic Planning
Change Model Social, Cognitive, Political and cultural
Control
Information Needed Data and Narrative driven Data Driven
Value Proposition Strong –uses values to control and coordinate activity
Not strong – Uses measurement to control and coordinate activity
Strategic Listening Strong – people on cutting edge of industry -
Moderate – listens to data and reports not to new ideas
Strategic Conversations Strong – develops understanding of larger system and how they connect to it
Not used – Needed information is obtained, plan is crafted and disseminated for implementation
Minimum Specifications Minimum specifications Maximum specification
Strategic Fitness Fit to external and internal environment – process adds value
Fit to to external environment – plan is ultimate objective
Chunking Change Small initiatives building on each other
Large stand alone initiatives20
Strategic Thinking
Research Streams1. Thinking Skills of Leaders –Argyris and Schön,1978;
Baron ,1994; Bolman and Deal ,1994; Cohen, et al. ,2000; Daghir & Zaydi, 2005; Dewey , 1933 Halpren,1996; Morgan,2006; Pisapia, Reyes-Guerra & Coukos-Semmel,2005; Schön, 1983; Senge ,1990).
2. Strategic Thinking as a way of thinking about strategic issues.- (Ginsberg, 1994; Goia & Chittipeddi, 1991;
Hansen, 1991; Hax & Majluf, 1991; Porter, 1980; Mintzberg ,1994; Raimond, 1996; Tregoe & Zimmerman, 1980 )
3. Strategic thinking as a way of overcoming the limitations of planning models (Bonn, 2001, 2005;
Graetz, 2002; Heracleous, 1998; Laurence ,1999; Liedtka ,1998; O'Shannassy, 2003; Mintzberg, 1994). Pisapia (2012) 22
Strategic Thinking
Is a process we use to define the destination and the way to get there
The Philosophy Principle #1
• SLers know that that their ability to create and execute is dependent on people embracing solutions and acting upon them; not technical tools.
• Takeaway - The quality of my leadership is found not in my actions, but in those of my followers.04/10/2023 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 24
The WE-THEY Line
Decide How Deep you want to go?(c)Pisapia08 25
Philosophy - Principle #2 SLers create a shared reality, and then a shared direction to get more people above the WE-THEY LINE where vision and aspirations live.
The Philosophy Principle #3
The goal of the Strategic Protocol is to establish conversations, focused on differing viewpoints and data, that generate a coherent statement of strategic intent to lead the organization to the future.
The outcome is a shared reality that is neither too rigid nor too chaotic; doesn’t over-control the organization or allow it to fall apart.
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP04/10/2023 26
How much do I
share?
CREATE SHARED REALITY AND DIRECTION
CREATE SHARED REALITY AND DIRECTION
P r i n c i p l e # 4
S L e r s S l e r s A c t a s G a r d e n e r s Senge (1999)
“Treating organizations like machines keeps them from changing, or makes changing them more difficult. We keep bringing in mechanics – when what we need are gardeners.” “We Keep trying to drive change when what we need to do is cultivate it.”
04/10/2023 Pisapia, J. (2009) The Strategic Leader. 28
A Summary
Strategic ThinkingIs intent focused. It is centered on ends, strategies, and tactics.
is a synthesizing process that employs creativity and intuition that results in an integrated view of what the organization stands for and hopes to become.
Requires open minds and people who are comfortable working with ambiguity.
Results in a statement of intent that describes your mission, your values and your aspiration for your company, team, organization, life, family or career. It identifies the strategies and tactics which guide the organization in putting its Intent into practice.
04/10/2023 28The Strategic Leader Network (SLN)
04/10/2023 29The Strategic Leader Network (SLN)
You need a method!
How do you do iT?t?
Picture This
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The Strategic Thinking Protocol
Goal #3 Learn: Synthesize - Filter out the NoiseThe Strategic Thinking Method Learn: Filter out the Noise –Synthesize - Create Statement -
Use the Input ToolsSituational AnalysisLook Outside – Strategic ListeningLook Inside – Determine Readiness
The Navigating
Team
A shared statement of intent forms a psychological contract with members and guides the leader’s and organization member actions.
Use the Decision ToolsStrategic Conversations
Strategy CanvasiSWOT Analysis
Action Framework
Synthesizers inputs Statement of Intent
Pisapia (2012)
Picture This
The Strategic Leader Netowork (SLN) 32
The SL Method
Find the FutureStrategic Thinking Create a Clear, Concrete Target
Anticipate Articulate
LOOK
LISTEN
LEARN
SET DIRECTION
STATEMENT OF INTENT
LEAD
Make it HappenStrategic DoingBond, Bridge, Barter
Align
Connect with
people
Build a big tent
and fill it
Create the Conditions
for High Performance
Teach Org’s Point of
View
Make Learning a
Priority
Empower
Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 33
Assure
Establish Discipline
Identify Specific
Initiatives
Align Structures
& Processes
Track Results
Hire for Cultural & Ability fit
Tie Rewards
to Results & Growth
Keep Making it HappenStrategic ExecutionInstitution/Performance Building
Strategic IntentEffective Ineffective
Execution
Excellent
Poor
Long Term Success
Maybe successful For a while
Long Term SuccessUnlikely
Failure
T h e E x p e c t e d O u t c o m e o f u s i n g t h e S t r a t e g i c T h i n k i n g M e t h o d
Transformation
Isolated Change
Sporadic Change
Which Model best serves Universities?
The University’s Problem
Pisapia (2012) 36
Universities have distinctive organizational features which prevent them from moving from inward looking silo’s to outward looking collaborative Colleges and Departments (Birnbaum (1991); Kezar (2001)
• Inward looking silo’s • Values Image rather than bottom line performance
measures• Multiple Goals• Fluid Power and authority structures
In this setting change is inevitable but success is not. Clearly the challenge concerns organizational change that alters attitudes, values, beliefs, and behaviors of the institution, and its employees.
Which model – is best suited for Higher Education
Pisapia (2012) 37
Is your University
• Still Relevant?
• Relatively independent from environmental influences?
• Resource deprived?
Does your University
• Have Fluid Power and Authority Structures?
• Value image as opposed to bottom line performance measures?
• Have diffuse goals which are hard to measure?
• Stress standardization rather than customization?
In your University - Can hard choices be made ----that will stick?
What does the research say?
4 Case Studies – cross case analysis of using traditional planning model and strategic thinking
models in Universities
The So WhatThe Outcomes of Strategic Thinking in Universities
Integration into Attitudes
• Plan integration was achieved into the attitudes and beliefs of most, but not all, participants.
• Participants understood the larger system of the college, university, external environment and how they connect to that system.
• Strategic thinking through application of the ST Protocol added value beyond plan development
Integration into Work Activities
• Plan integration into the work activities of faculty and staff is an ongoing process .
• Faculty members voluntarily joined action teams charged with addressing the priorities established.
• Integrated core values into course syllabi and qualifying exams,
• Produced action plans to guide implementation of their priorities for research, and alliances / partnerships.
Pisapia (2012) 39
Conclusion #1Strategic thinking
• Put Dominant voices into context by using generative tools Transparency - Strategic Listening – Strategic Conversations
• Enabled Organizational Learning - through Convergence, emergence, and co-creation.
Simon’s (1991:125) notion that “all learning takes place inside individual human heads; an organization learns in only two ways: (a) by the learning of its members, or (b) by ingesting new members who have knowledge the organization didn't previously have” was supported
Pisapia (2012) 40
Conclusion #2• Strategic thinking can be effective change model in
organizations where members are proactive not passive and leaders set direction using minimum rather than maximum standards, and develop a community of leaders.
• In organizations where members are more passive than proactive a more forceful style and accommodating approach may be more beneficial.
41Pisapia (2012)
Conclusion # 3
At the center of success was three variables identified by
Pisapia (2009) that worked against or for change – culture -
communication – commitment.
When leaders worked in coordination and collaboration
roles culture, communications, and commitment worked for
change.
It was less evident when leaders worked in a command and
control fashion
The leaders emphasis should move from working with things to working with people (culture – communications – commitment) and engaging academic staff in the work
Pisapia (2012) 42
Conclusion # 4The audience for the use of a strategic thinking
process are the professors who make their programs, research and students the foci of their work. The Strategic Thinking process turned into owners of the reforms
The outcome of the traditional strategic planning process was irrelevant to the daily work of agnostics’ who protected their time and often justified their work (research, teaching, and service) in terms of academic freedom and social responsibility (Klein, Dansereau, & Hall, 1994).
Pisapia (2012) 43
The Strategic Leader 44
“We’ll create world leading, multi-disciplinary research institutes that meet our funders’ strategic needs.” .
The narrative used, and the way leaders framed their messages was important and can lead to coalescence or devolution. For example,
The attempt to clarify that the target audience was to be funder turned off many faculty. They clearly said that trying to motivate them toward interdisciplinary research because funders will fund it is the wrong message for them, even if it was the right message for the university.
Conclusion # 5
With this gallant statement of intent the university moved boldly to put it in place and ran into dissent
THE STORY OF THE WALL . .
• ... if you look at the wall, when you walk into the department . . . you see the end products of the strategic plan with signatures like the declaration of independence. You actually see people walk by it, the signers as well as the staff and students in the department. The smile on their faces across the board point to the success of that aspect of the process that is it created a document. It created a living document. It created a tangible living document. That’s a success (D5).
Pisapia (2012) 45
Your Turn…
• What is it?• Why is it important
to you?• How will it affect
your organizational?
Want [email protected]
• Pisapia, J. (2009). The strategic Leader: New tactics for a globalizing world. Charlotte: NC.
Information Age Publishing • Join one of SLN's Global Learning
Communities!
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