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Strategic Leadership & The Hunt for Red October

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Sarah Cary

on 30 June 2015

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Transcript of Strategic Leadership & The Hunt for Red October

Strategic Leadership &
The Hunt for Red October

Sarah Cary & Maria Maxwell
Power Professionals

Strategic Planning: Definition

“Strategic planning helps determine the direction and scope of an organization over the long term, matching its resources to its changing environment and, in particular, its markets, customers and clients, so as to meet stakeholder expectations.”

(Source: Johnson and Scholes, 1993)
• Emphasizes balancing the short- and long-term needs of the organization to ensure the enduring success of the organization, yet the emphasis is on the future.

• Leaders engage in strategic leadership when they act, think, and influence in ways that promote the competitive advantage of their organization.

• Strategic leadership (definition) is the process of providing the direction and inspiration necessary to create or sustain an organization.

• Strategic Leadership is a complex of personal characteristics, thinking patterns, and effective management, all centering on the ability to think strategically.
Strategic Leadership:
Now, let’s see if YOU are a Strategic Thinker!
PERFORM SELF-ASSESSMENT QUIZ 13-1 “ARE YOU A STRATEGIC THINKER?” on page. 421 of DuBrin Text (8th edition)
Certain associated characteristics, behaviors & practices of
Strategic Leadership:
• Creating a vision
• High-level cognitive activity
• Revolutionary thinking
• Anticipating and creating a future
• Human and emotional component
• Gathering multiple inputs
Systems/Systemic thinking: the person thinks in terms of a system, and the process gets quite complex.
Formulating a basic organizational strategy:

First, choose an organization.

Step 1 is to write down at the bottom of a page a brief description of where the organization (business or non-profit) is today.

Step 2 is to write down where you want the firm to be at a future date.

Step 3 is to write down what must be done to get from Step one to Step two.
This is creating future goals for an organization and the strategy required to achieve those goals or vision.
Breaking It Down.
Japanese companies will have to learn strategy:

To do so, they may have to overcome strong cultural barriers. Japan is notoriously consensus oriented, and companies have a strong tendency to mediate differences among individuals rather than accentuate them. Strategy, on the other hand, requires hard choices. The Japanese also have a deeply ingrained service tradition that predisposes them to go to great lengths to satisfy any need a customer expresses. Companies that compete in that way end up blurring their distinct positioning, becoming all things to all customers.
Leadership Effectiveness and Strategy Implementation:
• “Carefully crafting a strategy & vision is not sufficient for its effectiveness. The strategy and vision must also be implemented or executed by the leader/manager.”

• Quite often, implementation requires a series of goals that will be steps along the way to implementing strategy.
• “No strategy, however brilliant, can be implemented successfully unless the people with key jobs know what they need to do differently, and understand how and why they should be executing.”
A Little Bit About
SWOT Analysis- a frequently used tool for development strategy. Falls into “Step 1” of The Classic 4-Step Approach to Strategic Planning.
• SWOT analysis- a long-standing method of considering internal strengths and weaknesses as well as external opportunities and threats in a particular situation.

• “A SWOT analysis represents an effort to examine the interaction between the particular characteristics of your organization or organizational unit and the external environment, or marketplace, in which you compete.”
• Internal Strengths- What are the good points? What are your advantages? What do you do well?

• Internal Weaknesses- What should be avoided?

• External Opportunities- Ex: Changes in government policy related to your field?

• External Threats- Possible negative impacts?
WARNING: For these to work, visions must be followed up with execution & top-level management must be aware of threats.
1. Differentiation- What differentiates one of your favorite products?

2. Cost leadership- low cost

3. Focus or niche- specific regional market or buyer group.

4. High quality- offer goods or services of higher quality.

5. Imitation- Why not imitate the best?

6. Strategic alliances- form alliances, or joint ventures.

7. Growth through acquisition- one company to purchase others.

8. High-speed and first-mover strategy- focus on speed.

9. Product and global diversification- Global and product diversification.

10. Sticking to core competencies- confine effort to the activities they perform best- their core competencies. Simplification.

11. Brand leadership- Building the reputation of a brand.

12. Focus on environmental sustainability- focus on being green.

13. Competitive advantage through hiring talented people- The most urgent need in building great companies is to find and keep great people.
Winston Churchill was the Prime Minister of England during WWII and the Cold War. He was key in developing military strategy for the Allied Troops during this time. An interesting story and quote that displayed some of his strategic leadership style. Which of the above strategies would apply to this below excerpt?
Winston Churchill, as an Example:
In May 1943 Churchill boarded the S.S. Queen Mary for a trip to the United States and another meeting with Roosevelt. At sea, Churchill told Averell Harriman of reported submarines along their course. He explained that he had arranged for a machine gun to be mounted on his life boat: “I won't be captured. The finest way to die is in the excitement of fighting the enemy… You must come with me in the boat and see the fun.”
Churchill and the Great Republic. Unit and Strategy: The Finest Way to Die
Leader In Action: “Alan Mulally, CEO of Ford Motor Co., believes that a leader must have a compelling vision and a comprehensive plan. He refers to this as positive leadership, referring to the idea that there is always a way forward, and that the leader must find the right path to move forward.”

#1 DuBrin, A. J. (2013) Leadership: Research findings, practice, and skills (7th Edition, paper), New York, Southwestern/Cengage Learning. ISBN: 13: 978-1-133-43522-8.

#2 http://www.healthknowledge.org.uk/public-health-textbook/organisation-management/5d-theory-process-strategy-development/strategic-planning)

#3 The Big Lie of Strategic Planning by: Roger L. Martin FROM THE JANUARY–FEBRUARY 2014 ISSUE).

#4 What Is Strategy? By: Michael E. Porter FROM THE NOVEMBER–DECEMBER 1996 ISSUE)

#5 The Library of Congress http://www.loc.gov/exhibits/churchill/wc-unity.html.

#6 Campbell, Andrea. Jan 1, 2011. Basic Concepts of Strategic Leadership. Retrieved on June 27, 2015 from http://www.brighthubpm.com/resource-management/101606-basic-concepts-of-strategic-leadership/.

#7 Original Prezi design by by Michael Toss on 18 September 2014. https://prezi.com/ravmlfe1l0a6/the-hunt-for-red-october/
Where Are We Now?
One important strategic leadership basic concept is not starting a plan until your leaders have a clear understanding of the organization's mission. The vision for the project must be known and described, and the values and ethics among the key players should be well defined. You could call this the collective, “same page” starting point. We agree to where we are now, reiterate the mission of the company, and see if our vision and the way to attend to that vision is the same.

All individuals under the umbrella of the project then need to know the mission and strategy and be able to communicate it, so that mixed messages are nonexistent.
The Road Less Traveled
The road map for action is based on what is happening now, so a common understanding of the strategy, what needs to be done, and in what period of time is outlined. Develop a series of benchmarks by which you can determine specific achievement goals.

• The focus is to:
• adopt strategies that do not avoid difficult choices
• not be afraid of discriminating behaviors;
• reject copy-cat strategies, meaning, a little bit of everything is not enough

The new plan will also mean that conviction needs to be high and that the principals involved are not afraid to enact or act on the plan—at all levels of the operation. Changes must continually build on another, based on a “learning engine” philosophy.

Strategic Planning
To begin the plan, choose how to move forward by building a structured system that is data-and-information based, something that will tell how to respond to a changing market. This calls for research and picking specific priorities. Then, commit to the plan, allocate resources and think about acquisition guidelines, if necessary.

The project leaders should think of the strategy as a learning process; with an understanding of what they can be best at. And it is important to invite others into the strategy process too. To empower people, the leader has to touch the positive side of people’s emotional energy. He should be clear about the mission but will also be willing to allow the development of other people around him. The idea is that a tremendous amount to energy will be released into the organization, which allows the leader to achieve more than intended. This process is called: human capital development.

By promoting interactive, genderless and non-biased leadership, you create a strategy to bring people together—ideas merge, are taught and rewarded.

Creative Procedure: Insight
Remember that the insight arrived at today might well be the cause to alter a decision made yesterday. Use the wisdom of your own life and experiences to reevaluate the stereotypes of others and be open to understanding. Also operate with a willingness to hear information that might contradict what you thought you knew to be true.

Through this process hold others and yourself to high ethical standards so that you can find supportive sponsors and stakeholders to help become what the company wants to be.
The million dollar question for any leader is this:

"Did you leave the organization in a better place than when you found it?"
Clip # 1
Clip # 3
Clip # 2
Clip # 4
"Maintaining a Human and Emotional Aspect"
Ramius Addresses Crew & Allows Singing
Dr. Ryan Briefs Defense Secretary & Follows Analysis & "Hunch"
"Strategic Leaders rely heavily on intuition (creative component) as to what direction the organization should take."
How Do Ya Get a Crew Off of a Submarine?
"Strategic Planning for implementation."
"Forming Strategic Alliances"
U.S. Defense Secretary with USSR Ambassador to the United States
Strategic leadership, in general
Certain associated characteristics, behaviors & practices of it including,
High-Level Cognitive Activity
2. Different Theories and/or Approaches to Strategic Planning Out There
3. Conducting a SWOT Analysis
4. A Sampling of Business Strategies Formulated By Leaders
5. Strategic Leadership Skills
6. Leadership Case Problem B & Associated Role Play
Strategic leadership, in general
Certain associated characteristics, behaviors & practices of it including,
High-Level Cognitive Activity

2. A Few Theories and Approaches to Strategic Planning Out There

3. The Importance of Creating a Vision & Strategy Implementation

4. How to Conduct a SWOT Analysis

5. A Sampling of Business Strategies Offered

6. Strategic Leadership Skills, explained.

7. Apply skills to Leadership Case Problem B & Associated Role Play
What was most impactful or meaningful to you?
Different Theories and/or Approaches to Strategic Planning Out There:
Strategy should be outside the comfort zone.
Operational Effectiveness Is Not Strategy

(Michael Porter)
STEP 1: Where are we now?
STEP 2: Where do we want to get to?
STEP 3: How are we going to get there?
STEP 4: How will we know when we have got there?
The Classic 4-Step Approach to Strategic Planning:
Ex: Japanese Companies Rarely Have Strategies
Leadership Case Problem B

Page 435 (DuBrin, 8th edition)

Put Your Strategic Hats On!
Full transcript