Presentation on theme: "Leadership and Strategic Planning"— Presentation transcript:
1 Leadership and Strategic Planning Chapter 5Leadership and Strategic Planning
2 LeadershipThe ability to positively influence people and systems to have a meaningful impact and achieve results
3 Strategic PlanningThe process of envisioning an organization’s future and developing the necessary procedures and operations to achieve that future.
4 The Baldrige “Leadership Triad” StrategicPlanningOperationsLeadershipCustomer andMarket Focus
5 Executive Leadership Defining and communicating business directions Ensuring that goals and expectations are metReviewing business performance and taking appropriate acitonCreating an enjoyable work environmentSoliciting input and feedback from customersEnsuring that employees are effective contributorsMotivating, inspiring, and energizing employeesRecognizing employee contributionsProviding honest feedback
7 Leading Practices - Leadership Create a customer-focused strategic vision and clear quality valuesCreate and sustain leadership system and environment for empowerment, innovation, and organizational learningSet high expectations and demonstrate personal commitment and involvement in qualityIntegrate quality values into daily leadership and management and communicate extensivelyIntegrate public responsibilities and community support into business practices
9 Zenger-Miller Leadership Competencies Setting or sharing a visionManaging a changeFocusing on the customerDealing with individualsSupporting teams and groupsSharing informationSolving problems, making decisionsManaging business processesManaging projectsDisplaying technical skillsManaging time and resourcesTaking responsibilityTaking initiative beyond job requirementsHandling emotionsDisplaying professional ethicsShowing compassionMaking credible presentations
10 Leadership SystemRefers to how decisions are made, communicated, and carried out at all levels; mechanisms for leadership development, self-examination, and improvementEffectiveness of leadership system depends in part on its organizational structureCRI Steering committee of 4sets directions, frequent interaction with employees, review performance daily, formal monthly evaluations and OFIs
11 Common Organizational Structure CustomersCustomerteamCustomerteamCustomerteamSystems and support servicesExecutive steering committeeCEO
12 Leadership and Public Responsibilities EthicsHealth, safety, and environmentCommunity support
13 Strategic Planning Formal strategy includes: Goals to be achieved “A strategy is a pattern or plan that integrates an organization’s major goals, policies, and action sequences into a cohesive whole.”James QuinnFormal strategy includes:Goals to be achievedPolicies to guide or limit actionAction sequences, or programs,that accomplish the goalsDo the “point north” thing
14 Tasks Accomplished by Strategic Planning Understand important customer and operational requirementsOptimize use of resources and ensure bridging between short-term and longer-term requirementsEnsure that quality initiatives are understood at all organizational levelsEnsure that work organizations and structures will facilitate accomplishment of strategic plan
15 Leading Practices - Strategic Planning Active participation of top management, employees, customers, suppliersSystematic planning systems for strategy development and deployment, including measurement, feedback, and reviewUse of a variety of external and internal dataAlign short-term action plans with long-term strategic objectives, communicate them, and track progress
16 Strategic Planning Process Reason for existenceFuture intentAttitudes and policiesMissionVisionGuiding PrinciplesEnvironmental assessmentCapabilities and risksBroad statements of directionStrategiesStrategic ObjectivesThings to change or improveAction PlansImplementation
17 MissionDefinition of products and services, markets, customer needs, and distinctive competenciesSolectron: “…to provide worldwide responsiveness to our customers by offering the highest quality, lowest total cost, customized, integrated, design, supply chain, and manufacturing solutions through long-term partnerships based on integrity and ethical business practices.”
18 Vision Where the organization is headed and what it intends to be Brief and memorable - grab attentionInspiring and challenging - creates excitementDescriptive of an ideal state - provides guidanceAppealing to all stakeholders - employees can identify withSolectron: “Be the best and continuously improve”
19 Policy Deployment (Hoshin Kanri) Top management vision leading to long-term objectivesDeployment through annual objectives and action plansNegotiation for short-term objectives and resources (catchball)Periodic reviewsSee Figure 5.7!
20 The Seven Management and Planning Tools Affinity diagramsInterrelationship digraphsTree diagramsMatrix diagramsMatrix data analysisProcess decision program chartsArrow diagrams
21 Leadership in the Baldrige Criteria The Leadership Category examines how an organization’s senior leaders address values, directions, and performance expectations, as well as a focus on customers and other stakeholders, empowerment, innovation, and learning. Also examined is how the organization addresses its responsibilities to the public and supports its key communities.1.1 Organizational Leadershipa. Senior Leadership Directionb. Organizational Performance Review1.2 Public Responsibility and Citizenshipa. Responsibilities to the Publicb. Support of Key Communities
22 Strategic Planning in the Baldrige Criteria The Strategic Planning Category examines how an organization develops strategic objectives and action plans. Also examined are how chosen strategic objectives and action plans are deployed and how progress is measured.2.1 Strategy Developmenta. Strategy Development Processb. Strategic Objectives2.2 Strategy Deploymenta. Action Plan Development and Deploymentb. Performance Projection
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