1. Strategic Leadership Managing the Strategy Process Chapter Two Copyright © 2010 by The McGraw-Hill Companies, Inc. All rights reserved.McGraw-Hill/Irwin

2. 2-2 Strategic management process Process employed by strategic leaders to conceive and implement a strategy, which leads to sustainable competitive advantage Strategic leadership Executives’ use of power and influence to direct assets in the pursuit of an organization’s goals 2.1 Vision, Mission, and Values

3. 2-3 Vision and Mission

4. 2-4  Main difference is the metric by which the firm assesses successful performance  TFA – success measured by the impact its teachers have on student performance  For-Profit firms – success measured by financial performance  Competitive Advantage – vision is aspirational, not exclusively financial FOR-PROFIT VS. NOT-FOR-PROFIT VISIONS

5. 2-5  Customer-oriented vision statements allow firms to adapt to changing environments.  Product-oriented vision statements are less flexible.  Strategic flexibility is a necessary condition to achieve competitive advantage. CUSTOMER-ORIENTED VS. PRODUCT-ORIENTED

6. 2-6  A product-oriented vision defines a business in terms of a good or service.  Product-oriented visions tend to force managers to take a myopic view of the business landscape. PRODUCT-ORIENTED VISION STATEMENTS

7. 2-7  A customer-oriented vision defines a business in terms of providing solutions to customer needs and are more flexible.  Example: We are in the business of providing solutions to professional communication needs.  However the company needs to be careful to differentiate between a customer-oriented vision and following customer sentiments. CUSTOMER-ORIENTED VISION STATEMENTS

8. 2-8 Values are ethical standards/norms that govern the behavior of individuals within a firm. Two Important Functions: 1.Values form a foundation for a firm’s vision and mission. 2.Values serve as the guardrails to keep the company on track. Living the Values

9. 2-9  Strategic leadership – the behaviors and styles of executives that influence others to achieve the organization’s vision and mission  Strategic leaders impact firm performance as do leaders whose decisions lead to huge destruction of shareholder wealth and jobs. 2.2 Strategic Leadership ORGANIZATIONAL COMMITMENT

10. 2-10 Exhibit 2.3 How CEOs Spend Their Days SOURCE: Author’s depiction of data from O. Bandiera, A. Prat, and R. Sadun (2012), “Managerial capital at the top: Evidence from the time use of CEOs,” London School of Economics and Harvard Business School Working Paper.

11. 2-11  Upper-echelons theory – Framework that views organizational outcomes – strategic choices and performance levels – as reflections of top management values, who interpret situations through their unique perspective lens  Strong leadership is the result of both innate abilities and learning. How Do You Become an Effective and Ethical Strategic Leader?

12. 2-12 Formulating Strategy Across Levels: Corporate, Business, and Functional Managers

13. 2-13 Top-Down Strategic Planning  Top-down strategic planning – Rational, top- down process aiding in programming for future success  Information flows only one way: top-down.  Centralized strategic intelligence and decision- making  Exhibit 2.6 illustrates the three steps of analysis, formulation, and implementation in a traditional top-down strategic planning process.

14. 2-14 Scenario Planning Managers envision different what-if scenarios to anticipate plausible futures.  Scenario planning takes place at both the corporate and business levels of strategy.  Addresses both optimistic and pessimistic futures  Exhibit 2.7 illustrates the use of scenario planning with the AFI strategy framework.

15. 2-15 Analysis stage Managers brainstorm to identify possible future scenarios, with critical inputs from different hierarchies and different functional areas (e.g., R&D, manufacturing, and marketing & sales). Examples of external forces to be considered: Exchange rate fluctuations Currency appreciation/depreciation Financial crises impacting credit/equity/liquidity Black Swan events (impactful & unpredictable) SCENARIO PLANNING: ANALYSIS

16. 2-16 Formulation stage Management teams develop different strategic plans to address possible future scenarios.  These capture the firm’s internal and external environments and answer key questions.  From the portfolio of options, managers transform the most viable options into full- fledged, detailed strategic plans that can be activated and executed as needed. SCENARIO PLANNING: FORMULATION

17. 2-17 Implementation stage Executives decide which option most closely matches the current reality and managers implement the dominant strategic plan.  The iterative, interdependent relationship among analysis, formulation, and implementation enhances organizational learning and strategic flexibility. SCENARIO PLANNING: IMPLEMENTATION

18. 2-18  Google employs a 70-20-10 rule when organizing the work of its engineers: 70% is focused on its main business (search and ads) 20% is spent on ideas of their own choosing 10% is devoted to total wild cards (e.g., driverless car)  Google reports that half of its new products came from the 20 percent rule. STRATEGIC INITIATIVES VIA AUTONOMOUS ACTIONS

19. 2-19  The three strategy processes discussed in this chapter, each have strengths and weaknesses. Important variables to consider: Rate of environmental change (internal/external) Firm size Employee commitment to vision, mission, and organizational values THREE STRATEGIC PROCESSES 2.4 Implications for the Strategist