Strategic Management: Transforming Your Organization

1. Strategic Management:Transforming Your Organization Jed Kee Professor of Public Policy and Public Administration, GWU

2. Transforming Public and Nonprofit Organizations • Kathy Newcomer and my book, Transforming Public and Nonprofit Organizations: Stewardship for Leading Change, is based on research and case studies involving six organizations. • We propose a leadership approach to organizational change that we have labeled Transformational Stewardship.

3. Transformational Stewardship Transformational stewardship, in the broadest sense, can be thought of as a leadership function in which those exercising leadership (those with “legitimate” authority as well as others throughout the organization exercising a leadership role) have developed certain attributes that provide a foundation for their actions, and which balance the need for change with the protection of important organizational and public interest values. These attributes reflect: • A leaders’ personal outlook or attitude (their inner-personal beliefs or values), • How they approach a situation (their operational mindset), and • How they involve others in the function (their inter-personal actions/interactions with others).

4. Inner-Personal Beliefs

5. Operational Mindset

6. Inner-Personal Abilities

7. Transformation—Leading Change • Just as there are distinctions between managing and leading, there may be distinctions between leadership in general and changing or transforming organizations.

8. Managers versus Leaders The manager does things right; The leader does the right thing. Warren Bennis

9. Leading versus Transforming Leading involved discerning the right course to follow. Transforming involves creating a future state for the organization.

10. Diagnosing Change Risk and Organiza-tional Capability Strategizing and Making the Case for Change Implement-ing and Sustaining Change Reinforcing Change and Creating a Change-Centric Organization Capacity-enhancing/learning loop Executive Leadership Responsibilities

11. Managing, Leading, Transforming

12. Key Management Functions • Planning and Strategic Thinking • Organizing and Team Building • Implementing and Reinforcing • Monitoring and Evaluating • Being Accountable

13. Key Leadership Functions • Diagnosing and Scanning • Strategizing and Visioning • Aligning and Mobilizing • Inspiring and Building Trust • Creating an Ethical Environment

14. Key Transformational Functions • Creating new visions and values; future oriented • Empowering; creating widespread ownership • Reinventing the organization’s culture to better meet future challenges. • Creating “learning organizations” • Forming partnerships to fulfill expanding missions.

15. Comparison: Illustrative Functions

16. Strategic Management Strategic Management is a primary responsibility of executive leadership. Among the critical functions are the following: • Developing a clear vision and goals and objectives; • Assessing and interfacing with the organization’s socio-political-economic environment; • Creating mechanism to facilitate change; and • Building an effective performance management system.

17. Visioning, Mission Statement and Goals and Objectives • Visioning: the process for achieving agreement on and commitment to the future of the organization. A vision statement captures that desirable future. • Mission Statements:affirm the direction desired for an organization to move toward the expressed vision. Mission statements serve as a basis for developing more detailed, measurable program goals and objectives. Keys to good mission statements are: focusing on what is most important, keeping it brief, making it inspiring and making sure it guides employees. • Goals and Objectives: create specific targets for the organization and its employees. Goals are generally broader and longer term, whereas objectives are typically targets to be achieved within a specific time frame.

18. Assessing Strategic Management • To what extent are vision and mission statements pertinent to the change and clear to the members of the organization? • To what extent is there flexibility to move human and financial resources to support the change effort? • To what extent are performance measures in place to track outcomes of the change initiative? • To what extent do employees have training and career development opportunities to enable them to support the change initiative? • To what extent are employee goals and objectives aligned with the change strategy?

19. Assessing Organizational Learning • To what extent are continuous improvement programs in place? • To what extent are individuals and teams encouraged to learn from their past actions, through after-action reports and other methods of organizational learning?