1. © 2015 Center for Creative Leadership. All rights reserved. Culture Eats Strategy for Breakfast 1 Impact of Culture on Leadership: Managing Across Cultures Peter Drucker

2. © 2015 Center for Creative Leadership. All rights reserved. What is Strategy? 2 Strategy

3. © 2015 Center for Creative Leadership. All rights reserved. What is Strategy? Strategy reflects the pattern of choices an organization makes to position itself for sustained competitive advantage. 3 Strategy

4. © 2015 Center for Creative Leadership. All rights reserved. Strategic Thinking: Scanning 1. Assessing where the organization currently is 4 Strategy Image sources: http://lab.mapanno.com/mapanno/images/7dcO96hRtDs/smEZ3Rym4Xy_lg.gif InternalExternal

5. © 2015 Center for Creative Leadership. All rights reserved. Strategic Thinking: Scanning 5 Strategy Image source: http://www.principlesofsuccessfulfreelancing.com/wpcontent/uploads/2008/12/1694_chap2_swotthumb.png

6. © 2015 Center for Creative Leadership. All rights reserved. Strategic Thinking: Scanning 6 Strategy What internal capabilities or assets give you a competitive advantage? What do you do well? What internal capabilities or assets are you ineffective or inefficient at performing or possessing? What puts you at competitive disadvantage?

7. © 2015 Center for Creative Leadership. All rights reserved. Strategic Thinking: Scanning 7 Strategy What conditions or possible future conditions in the external environment could give you a competitive advantage if taken advantage of? What conditions or possible future conditions in the external environment could put you at a competitive disadvantage and possibly “do you in?”

8. © 2015 Center for Creative Leadership. All rights reserved. 8 Strategy Invest Defend Mobilize Resources Strategic Alliances Divest or Prevent Damage Invest or Collaborate Opportunities _____________ Threats _____________ Strengths ___________ Weaknesses ___________

9. © 2015 Center for Creative Leadership. All rights reserved. A Definition of Strategic Leadership 9 Strategy Who How What Individuals and teams enact strategic leadership when they Think, Act, and Influence others in ways that enhance the organization’s sustainable competitive advantage.

10. © 2015 Center for Creative Leadership. All rights reserved. Strategic Leadership 10 Strategy

11. © 2015 Center for Creative Leadership. All rights reserved. Strategic Thinking… Strategic thinking includes the processes required for collecting, interpreting, generating, and evaluating information and ideas that shape an organization’s enduring success. 11 Strategy Thinking Acting Influencing Strategic Leadership Strategic Leadership

12. © 2015 Center for Creative Leadership. All rights reserved. Strategic Thinking… 12 Strategy The cognitive and social processes required to collect, generate, interpret and evaluate information and ideas Need to leverage both of these thinking polarities

13. © 2015 Center for Creative Leadership. All rights reserved. Strategic Acting… Set Clear Priorities Create Conditions for Others’ Effectiveness Make Strategy a “Learning Process” Act Decisively in the Face of Uncertainty Act with the Short-term and Long-term in Mind Have the Courage of Your Convictions 13 Strategy

14. © 2015 Center for Creative Leadership. All rights reserved. Strategic Acting… “Strategic acting is the kind of decision making that commits resources to build enduring success” - Beatty and Byington, 2010 Strategic decision making is challenging for most leaders because it involves uncertainty and perceived risk 14 Strategy Strategic Leadership Strategic Leadership Thinking Acting Influencing

15. © 2015 Center for Creative Leadership. All rights reserved. Establish Priorities (Based on Drivers) Set and communicate the 2-3 most critical areas where you and others should be spending your resources (time, money and energy) to be successful. Eliminate, if any, mixed signals that you, your organization, or your team might be sending about these priorities. 15 Strategy

16. © 2015 Center for Creative Leadership. All rights reserved. Strategic Influencing The outcome has strategic implications for the organization Commitment is critical It occurs over long periods of time It typically involves people from across the organization…even outside the organization It interacts with Strategic Thinking and Strategic Acting 16 Strategy

17. © 2015 Center for Creative Leadership. All rights reserved. Strategic Influencing 17 Strategy Strategic Leadership Strategic Leadership ThinkingActing Influencing “Leaders exercise strategic influence when they do so in service of the long-term success of the organization” – Beatty and Byington, 2010 Using influence techniques to build DAC Takes time Cannot be accomplished in one interaction The influencing is not done for one’s own personal gain

18. © 2015 Center for Creative Leadership. All rights reserved. Strategic Influencing (cont.) Influence others by connecting at an emotional level Learn what is important to others Connect to the organization’s aspirations Use the power of language Build and sustain momentum Set appropriate expectations Search out and celebrate the successes Send consistent messages Be open to influence 18 Strategy

19. © 2015 Center for Creative Leadership. All rights reserved. Assessing where we are. Strategy as a Learning Process 19 Strategy Understanding who we are, and where we want to go. Learning how to get there. Making the journey. Checking our progress. *Re-assessing where we are. 1. In our organization people regularly and realistically assess our organizational strengths and weaknesses. 2. People throughout the organization share a common vision of its future. 3. People throughout the organization embrace a common set of core values. 4. There is widespread and clear agreement on the two or three most important priorities where we should invest our limited resources. 5. A helpful balance of both bottom- up and top-down direction inform and shape our strategy. 7. Our decisions and behaviors throughout the organization are consistent with our strategy. 9. Our key metrics keep us focused on the two or three top priorities for strategic success. 8. We have metrics related to developing future capability. 6. There is broad agreement in our organization about the culture and leadership behaviors required for us to successful in the future.

20. © 2015 Center for Creative Leadership. All rights reserved. Strategy