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Leadership and Strategic Planning

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Presentation on theme: "Leadership and Strategic Planning"— Presentation transcript:

1 Leadership and Strategic Planning
Chapter 5 Leadership and Strategic Planning

2 Leadership The ability to positively influence people and systems to have a meaningful impact and achieve results

3 Strategic Planning The process of envisioning an organization’s future and developing the necessary procedures and operations to achieve that future.

4 The Baldrige “Leadership Triad”
Strategic Planning Operations Leadership Customer and Market Focus

5 Executive Leadership Defining and communicating business directions
Ensuring that goals and expectations are met Reviewing business performance and taking appropriate aciton Creating an enjoyable work environment Soliciting input and feedback from customers Ensuring that employees are effective contributors Motivating, inspiring, and energizing employees Recognizing employee contributions Providing honest feedback

6 Core Leadership Skills
Vision Empowerment Intuition Self-understanding Value congruence Dale Crownover, President, Texas Nameplate Co.

7 Leading Practices - Leadership
Create a customer-focused strategic vision and clear quality values Create and sustain leadership system and environment for empowerment, innovation, and organizational learning Set high expectations and demonstrate personal commitment and involvement in quality Integrate quality values into daily leadership and management and communicate extensively Integrate public responsibilities and community support into business practices

8 Leadership Theories Trait approach Behavioral approach
Contingency (situational) approach Role approach Emerging theories: Attributional theory Transactional theory Transformational leadership theory Substitutes for leadership theory Emotional intelligence theory

9 Zenger-Miller Leadership Competencies
Setting or sharing a vision Managing a change Focusing on the customer Dealing with individuals Supporting teams and groups Sharing information Solving problems, making decisions Managing business processes Managing projects Displaying technical skills Managing time and resources Taking responsibility Taking initiative beyond job requirements Handling emotions Displaying professional ethics Showing compassion Making credible presentations

10 Leadership System Refers to how decisions are made, communicated, and carried out at all levels; mechanisms for leadership development, self-examination, and improvement Effectiveness of leadership system depends in part on its organizational structure CRI Steering committee of 4 sets directions, frequent interaction with employees, review performance daily, formal monthly evaluations and OFIs

11 Common Organizational Structure
Customers Customer team Customer team Customer team Systems and support services Executive steering committee CEO

12 Leadership and Public Responsibilities
Ethics Health, safety, and environment Community 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 Quinn Formal strategy includes: Goals to be achieved Policies to guide or limit action Action sequences, or programs, that accomplish the goals Do the “point north” thing

14 Tasks Accomplished by Strategic Planning
Understand important customer and operational requirements Optimize use of resources and ensure bridging between short-term and longer-term requirements Ensure that quality initiatives are understood at all organizational levels Ensure that work organizations and structures will facilitate accomplishment of strategic plan

15 Leading Practices - Strategic Planning
Active participation of top management, employees, customers, suppliers Systematic planning systems for strategy development and deployment, including measurement, feedback, and review Use of a variety of external and internal data Align short-term action plans with long-term strategic objectives, communicate them, and track progress

16 Strategic Planning Process
Reason for existence Future intent Attitudes and policies Mission Vision Guiding Principles Environmental assessment Capabilities and risks Broad statements of direction Strategies Strategic Objectives Things to change or improve Action Plans Implementation

17 Mission Definition of products and services, markets, customer needs, and distinctive competencies Solectron: “…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 attention Inspiring and challenging - creates excitement Descriptive of an ideal state - provides guidance Appealing to all stakeholders - employees can identify with Solectron: “Be the best and continuously improve”

19 Policy Deployment (Hoshin Kanri)
Top management vision leading to long-term objectives Deployment through annual objectives and action plans Negotiation for short-term objectives and resources (catchball) Periodic reviews See Figure 5.7!

20 The Seven Management and Planning Tools
Affinity diagrams Interrelationship digraphs Tree diagrams Matrix diagrams Matrix data analysis Process decision program charts Arrow 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 Leadership a. Senior Leadership Direction b. Organizational Performance Review 1.2 Public Responsibility and Citizenship a. Responsibilities to the Public b. 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 Development a. Strategy Development Process b. Strategic Objectives 2.2 Strategy Deployment a. Action Plan Development and Deployment b. Performance Projection

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