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CHAPTER 12 LEADERSHIP IMPLICATIONS FOR STRATEGY

CHAPTER 12 LEADERSHIP IMPLICATIONS FOR STRATEGY. THE STRATEGIC MANAGEMENT PROCESS. KNOWLEDGE OBJECTIVES. INTRODUCTION . ● E ffective strategic leadership is the foundation for successfully using the strategic management process.

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CHAPTER 12 LEADERSHIP IMPLICATIONS FOR STRATEGY

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  1. CHAPTER 12LEADERSHIP IMPLICATIONS FOR STRATEGY

  2. THE STRATEGIC MANAGEMENT PROCESS

  3. KNOWLEDGE OBJECTIVES

  4. INTRODUCTION ●Effective strategic leadership is the foundation for successfully using the strategic management process. ●Strategic leaders guide the firm in ways that result in forming a vision and mission. ● This guidance often finds leaders thinking of ways to create goals that stretch everyone in the organization to improve performance. ●Moreover, strategic leaders facilitate the development of appropriate strategic actions and determine how to implement them. ●Leaders can make a major difference in how a firm performs.

  5. STRATEGIC LEADERSHIP AND STYLE Strategic leadership: the ability to anticipate, envision, maintain flexibility, and empower others to create strategic change as necessary • Multifunctional task • Managing through others • Managing an entire enterprise rather than a functional subunit • Coping with change that is increasing in the global economy • Most critical skill: attracting and managing human (includes intellectual) capital NOTE: Many examples of well-known CEOs are mentioned throughout the chapter to illustrate their leadership styles.

  6. STRATEGIC LEADERSHIP AND STYLE

  7. STRATEGIC LEADERSHIP AND STYLE • EFFECTIVE STRATEGIC LEADERS • Build strong ties with external stakeholders to gain access to information and advice • Understand how their decisions impact their firm • Sustain above-average performance • Attract and manage human capital • Do not delegate decision-making responsibilities • Inspire and enable others to do excellent work and realize their potential • Promote and nurture innovation through transformational leadership

  8. FACTORS AFFECTING MANAGERIAL DISCRETION

  9. TOP MANAGEMENT TEAM, FIRM PERFORMANCE, AND STRATEGIC CHANGE • Heterogeneous team:individuals with varied functional backgrounds, experiences, and education • Team members: bring a variety of strengths, capabilities, and knowledge and provide effective strategic leadership when faced with complex environments and multiple stakeholder relationships to manage

  10. MANAGERIAL SUCCESSION • DEFINITION: preselect and shape the skills oftomorrow’s leaders • Internal managerial labormarket:opportunities for managerial positions to be filled from within the firm • External managerial labor market:opportunities for managerial positions to be filled by candidates from outside of the firm • This decision impacts company performance and the ability to embrace change in today's competitive landscape • Succession, top management team composition, and strategy are intimately related

  11. EFFECTS OF CEO SUCCESSION AND TOP MANAGEMENT TEAM COMPOSITION ON STRATEGY

  12. MANAGERIAL SUCCESSION Benefits of Internal Managerial Labor Market • Continuity • Continued commitment • Familiarity • Reduced turnover • Retention of “private knowledge” • Favored when the firm is performing well

  13. MANAGERIAL SUCCESSION Benefits of External Managerial Labor Market • Long tenure with the same firm is thought to reduce innovation • Outsiders bring diverse knowledge bases and social networks, which offer the potential for synergy and new competitive advantages • Fresh paradigms • Note: Opportunity cost for firms: Women as strategic leaders have been somewhat overlooked

  14. EXERCISE OF EFFECTIVE STRATEGIC LEADERSHIP

  15. ENTREPRENEURIAL MIND-SET: FIVE DIMENSIONS AUTONOMY • Employees are allowed to take actions that are free of organizational constraints; permits individuals and groups to be self-directed

  16. ENTREPRENEURIAL MIND-SET: FIVE DIMENSIONS AUTONOMY INNOVATIVENESS • Reflects a firm’s tendency to engage in and support new ideas, novelty, experimentation, and creative processes that may result in new products, services, or technological processes • Cultures with a tendency toward innovativeness encourage employees to think beyond existing knowledge, technologies, and parameters to find creative ways to add value

  17. ENTREPRENEURIAL MIND-SET: FIVE DIMENSIONS AUTONOMY INNOVATIVENESS RISK TAKING • Reflects a willingness by employees and their firm to accept risks when pursuing entrepreneurial opportunities • Examples of RISKS • Assuming significant levels of debt • Allocating large amounts of resources to projects that may not be completed

  18. ENTREPRENEURIAL MIND-SET: FIVE DIMENSIONS AUTONOMY INNOVATIVENESS PROACTIVENESS RISK TAKING • Ability to be a market leader rather than a follower • Proactive organizational cultures constantly use processes to anticipate future market needs and to satisfy them before competitors learn how to do so

  19. ENTREPRENEURIAL MIND-SET: FIVE DIMENSIONS AUTONOMY INNOVATIVENESS PROACTIVENESS RISK TAKING COMPETITIVE AGGRESSIVENESS • Propensity to take actions that allow the firm to consistently and substantially outperform its rivals.

  20. KEY STRATEGIC LEADERSHIP ACTIONS • Establishing Balanced Organizational Controls Controls: formal, information-based procedures used by managers to maintain or alter patterns in organizational activities • Controls help strategic leaders: • ● Build credibility • ● Demonstrate the value of strategies to the firm’s stakeholders • ● Promote and support strategic change

  21. KEY STRATEGIC LEADERSHIP ACTIONS • Establishing Balanced Organizational Controls • ●Financial Controls • Focus on short-term financial outcomes • Produce risk-averse managerial decisionsbecause financial outcomes may be caused by events beyond managers’ direct control • ●Strategic Controls • Focus on the content of strategic actions rather than their outcomes • Encourage decisions that incorporate moderate and acceptable levels of risk

  22. KEY STRATEGIC LEADERSHIP ACTIONS • Establishing Balanced Organizational Controls • THE BALANCED SCORECARD • Framework to evaluate if firms have achieved the appropriate balance among the strategic and financial controls to attain the desired level of firm performance • Most appropriate for evaluating business-level strategies; it can also be used with the other strategies firms implement (e.g., corporate-level, international, and cooperative) • Prevents overemphasis of financial controlsat the expense of strategic controls

  23. KEY STRATEGIC LEADERSHIP ACTIONS • Establishing Balanced Organizational Controls • THE BALANCED SCORECARD • ● Premise is that firms jeopardize their future performance when financial controls are emphasized at the expense of strategic controls • ● This is because financial controls focus on historical outcomes, and do not address future performance drivers • ● An overemphasis on financial controls may promote managerial behavior that sacrifices long-term, value-creating potential for short-term performance gains • ● An appropriate balance of strategic controls and financial controls, rather than an overemphasis on either, allows firms to achieve higher levels of performance

  24. KEY STRATEGIC LEADERSHIP ACTIONS • Establishing Balanced Organizational Controls • THE BALANCED SCORECARD • Four perspectives of the balanced scorecard • Financial •  Customer • Internal Business Processes • Learning and Growth

  25. STRATEGIC CONTROLS AND FINANCIAL CONTROLS IN A BALANCED SCORECARD FRAMEWORK Strategic Controls and Financial Controls in a Balanced Scorecard Framework

  26. Translating Vision and Strategy: Four Perspectives FINANCIAL “To succeed financially, how should we appear to our shareholders?” Measures Targets Initiatives Objectives CUSTOMER INTERNAL BUSINESS PROCESS “To achieve our vision, how should we appear to our customers?” “To satisfy our shareholders and customers, what business processes must we excel at?” Measures Targets Initiatives Measures Targets Initiatives Objectives Objectives Vision and Strategy LEARNING AND GROWTH “To achieve our vision, how will we sustain our ability to change and improve?” Measures Targets Initiatives Objectives

  27. The Balanced Scorecard Focuses on Factors that Create Long-Term Value Customers Processes People • Traditional financial reports look backward • Reflect only the past: spending incurred and revenues earned • Do not measure creation or destruction of future economic value • The Balanced Scorecard identifies the factors that create long-term economic value in an organization, for example: • Customer Focus: satisfy, retain and acquire customers in targeted segments • Business Processes: deliver the value proposition to targeted customers • innovative products and services • high-quality, flexible, and responsive operating processes • excellent post-sales support • Organizational Learning & Growth: • develop skilled, motivated employees; • provide access to strategic information • align individuals and teams to business unit objectives .

  28. The Four Perspectives Apply to Mission Driven As Well As Profit Driven Organizations Profit Driven Mission Driven Answering these questions is the first step to develop a Balanced Scorecard • What must we do to satisfy our shareholders? • What do our customers expect from us? • What internal processes must we excel at to satisfy our shareholder and customer? • How must our people learn and develop skills to respond to these and future challenges? Financial Perspective Customer Perspective Internal Perspective Learning & Growth Perspective • What must we do to satisfy our financial contributors? • What are our fiscal obligations? • Who is our customer? • What do our customers expect from us? • What internal processes must we excel at to satisfy our fiscal obligations, our customers and the requirements of our mission? • How must our people learn and develop skills to respond to these and future challenges?

  29. Environmental Scan Strengths Weaknesses Opportunities Threats A Model for Strategic Planning Values Mission & Vision Strategic Issues Strategic Priorities Objectives, Initiatives, and Evaluation

  30. Why Measure? • To determine how effectively and efficiently the process or service satisfies the customer. • To identify improvement opportunities. • To make decisions based on FACT and DATA

  31. Measurements Should: • Translate customer expectations into goals. • Evaluate the quality of processes. • Track our improvement. • Focus our efforts on our customers. • Support our strategies.

  32. Targets • Targets need to be set for all measures • Should have a “solid basis” • Give personnel something for which to aim • If achieved will transform the organization • Careful not to develop measures/targets in a fragmented approach: i.e. Asking people to increase customer satisfaction has to be backed up with the knowledge, tools, and means to achieve that target.

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