Leading Strategically: Strategic thinking

1. Nepal Administrative Staff College Leading Strategically: Strategic thinking Facilitator Basanta Raj Sigdel Advanced Course on Management and Development Day 5-I

2. Forethought The best way to predict the future is to create it” - Peter Drucker

3. Leader for You

5. Why your Leader is your Leader ?

6. Plan 5 Ps of Strategy - H. Mintzberg • Perspective • Strategy • Ploy • Position • Pattern

7. Strategy as a… • POSITION • Means of locating an organization in an environment • PERSPECTIVE • An engrained way of perceiving the world

8. Strategy as a… • PLAN • Consciously intended course of action, a set of guidelines to deal with the situation • PLOY • Specific maneuver intended to outwit an opponent or competitor • PATTERN • In a stream of actions…consistency in behavior whether or not intended

9. Strategy to answer… • Where is the organization now? • Where does the organization want to be in one, two, or five years? • How can we get there? • What are the risks and payoffs involved?

10. Strategic Thinking

11. Strategic Thinking

12. Self Assessment: Strategic Thinking

13. Part II: ScoringUse the following table to interpret your score.

14. Strategic Thinking

15. Strategic Management Strategic management: Art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organization to achieve its objectives. • Set of decisions and actions that result to the formulation and implementation of plans designed to achieve an objectives; • Study of why and how some firms outperform others.

16. Strategic management in public sector • Public Service Value Chain Exercise

17.  External Factors Determine relevance of internal and external factors Identify and evaluate alternatives Strategy Formulation Implementation and Control  Internal Factors

18. Internal Factors: Some Drivers Service Quality, Integrity, Accountability, Competent Leadership and Management Policies, Regulation, Procedures, Structure, Resources, Timeliness, Output, Service Design Clear Objective, Resourcefulness, Strategic Thinking, Career Development, Work Place Quality, Work Load, Shared values and culture

19. External Factors: Some Drivers Fairness, Right Service, Availability, Accessibility Legal, Technological, Political, Environmental, Economical Awareness, Need, Expectations, Knowledge, Social Values, Politics

20. Strategic Planning Process

21. Strategic Planning is … • … an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue strategy. • It is defined as the process of addressing the following questions: • Where are we? - SWOT (Internal and External Analysis considering Value Chain) • Where do we want to be? – VMO • How do we get there? – Strategy Formulation (RBV)

22. Strategic Planning Process • Getting ready (agreement) • Environmental analysis (SWOT analysis) in context of Public Sector Value Chain • Strategy Formulation (Identification of Strategic Issues and Factors, Vision/Mission, Objectives, Roles, Strategies) • Strategy Implementation (Strategic Actions/Action plan- Tasks/Activities, By whom, By when, Critical Success Factors etc.) • Evaluation and Control

23. Strategic Planning

24. SWOT Profile- an example

25. Nepal Administrative Staff College Leading Strategically: OD Needs assessment and Interventions Facilitator Basanta Raj Sigdel Advanced Course on Management and Development Day 5-II&III

26. We are busy !

27. Organization Development • Process of increasing organizational effectiveness and facilitating personal and organizational change through the use of interventions driven by social and behavioral science knowledge. • A process of fundamental change in organizational culture • Process of bringing to the surface those implicit behavioral patterns that are helping and hindering development.

28. OD Needs Assessment • A systematic exploration of the way things are and the way they should be. These "things" are usually associated with organizational and/or individual performance.

29. SWOT Profile

30. It’s not what you know, but how you know it • Needs (gaps) are identified in 4 ways: • Types of Need • Normative • Relative • Expressed • Perceived

31. Intervention To intervene is to enter into an ongoing system of relationships to come between or among persons, groups, or objects for the purpose of helping them. Argyris, C. (1970) Intervention theory and method. Reading, MA: Addison-Wesley

32. Dimensions of Intervention

33. OD interventions • The planned activities clients and consultants participate in during the course of an OD programme for changing the status quo. • An action or set of actions designed to introduce changes in organization for improving its efficiency and effectiveness. • A set of planned change activities intended to improve organization's effectiveness, including quality of work life and productivity. - Cumming, 1993

34. OD Canvas • Work in your group • Discuss appropriate intervention techniques (reference listed) for your identified need • Ask yourself why this technique is appropriate • Peer Review your group work

35. OD Framework • Individual • Intervention • Selection • T&D • Counseling • Promotion OD Interventions Output Outcome • Structural • Intervention • Org. design • Job design • Down/Right sizing • Human Output • Individual commitment & Involvement • Perceived Org. Performance • Improvement in cereal production • Process • Intervention • Goal setting • Team building • Decision making Beer, 1980

36. Integrated approach

37. Intervention mode • Level of Organization • Top (Policy) Level • Middle Level • Operational Level • Target Group • Individual • Team • Organization • Organizational Elements • Human • Technical • Structural • Process

38. Individual level intervention • Individual goal setting / 360 degree feedback • Performance appraisal • Leadership development • Values Clarification and Value Integration • Conflict Management • Action Learning • Self-Awareness Tools • Life and Career Planning activities • Education and Training • Mentoring, Coaching and Counseling • T-group (Sensitivity training) • Job redesign • Behavior modeling • Reflection • Responsibility charting

39. Team level interventions • Team building: task / process directed • Interdependency exercise • Appreciative inquiry • Responsibility charting • Role analysis technique • Decision making, problem solving, planning, goal setting in team • Conflict management/ Confrontation meeting • Job enrichment • MBO • Appreciations and concerns exercise • Visioning • Quality of work life programmes • Quality circles • Force field analysis • Self managed teams • Process consultation

40. Organization level interventions • Socio-technical systems • MBO • Cultural analysis • Confrontation meetings • Visioning • Strategic planning • Performance management • Employee wellness / Reward system • Diversity management • Knowledge Management • Interdependency exercise • Survey feedback • Appreciative inquiry • QWL programmes • TQM • Physical settings • Large scale systems change • Succession planning • Structural changes / Restructuring: Downsizing, Decentralization and Centralization

41. Learning Curve for Successful OD

42. Guiding and Driving Path

43. Concluding thought “The secret of change is to focus all of your energy not on fighting the old but on building the new” - Socrates

44. Discussion/Feedback Basanta Raj Sigdel Nepal Administrative Staff College Cell 9841310840 Email: brsigdel@nasc.org.np