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BMI Insights Learning and Results Workshop sediado em março de 2011 pela boutique educacional BMI Brazilian Management Institute

BMI Insights Learning and Results Workshop sediado em março de 2011 pela boutique educacional BMI Brazilian Management Institute

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  • 1. BMI. Facilitating Strategy into Action. Workshop Leading Strategy Into Action BMI Insights, Learning and Results Workshop Series March 2011 In collaboration with: BMI Insights, Learning and Results Workshop Series March 2011
  • 2. How can an organization leverage leadershipdevelopment to sustain strategic execution? BMI Insights, Learning and Results Workshop Series March 2011 Copyright ©BMI 2011. All rights reserved.
  • 3. Agenda• Welcome Coffee• Introduction | Daniel Motta• BMI Business & Leadership Model Framework | Daniel Motta• Leading Strategy Into Action | Ned Wasniewski• Leadership Development Tool | Ned Wasniewski• Leadership Development Global Trends | Ned Wasniewski• Lunch BMI Insights, Learning and Results Workshop Series 3 March 2011
  • 4. BMI. Facilitating Strategy into Action.Workshop Leading Strategy Into ActionIntroduction In collaboration with: BMI Insights, Learning and Results Workshop Series March 2011
  • 5. Companies need to be global,without sacrifying their local culture.Leaders need to develop global perspective,and manage business in local markets.That’s the challenge for leadership developmentinitiatives. That’s the passion of BMI. BMI Insights, Learning and Results Workshop Series March 2011
  • 6. BMI. Facilitating Strategy into Action.Workshop Leading Strategy Into ActionBMI Business & Leadership Model Framework In collaboration with: BMI Insights, Learning and Results Workshop Series March 2011
  • 7. Business management mindset Strategic Process Thinking Planning Execution High Performance Leaders Vision Budget Managing Performance Drivers People Communication Culture Goals Process and Morale Values Technology Coaching Managerial Trust Framework Set of Priorities Products and Skills Services Tatics Portfolio Attitudes Structure-Conduct-Performance Paradigm Disruptive Innovation Structure Conduct Performance Creative Destruction Competitive Value Balanced Forces Discipline Scorecard Value Innovation Death Valley BMI Insights, Learning and Results Workshop Series 7 March 2011
  • 8. BMI. Facilitating Strategy into Action.Workshop Leading Strategy Into ActionAbout Insight Experience In collaboration with: BMI Insights, Learning and Results Workshop Series March 2011
  • 9. About Insight Experience• We design, build and deliver simulation-based learning experiences;• We work with Global 1000 customers;• We work with all management levels;• Founded in 2001, our principals have been in the leadership development and business simulation industry for 20 years;• We help companies more effectively develop leaders and execute strategy. BMI Insights, Learning and Results Workshop Series 9 March 2011
  • 10. IE Focus: Developing Leaders and Executing Strategy• Leadership Development• Strategy Translation and Execution• Business Acumen and Understanding• Implementation of Strategic Initiatives BMI Insights, Learning and Results Workshop Series 10 March 2011
  • 11. BMI and IE : Exclusive Strategic Partnership• Partnership founded in 2009• Exclusive distribution and delivery rights for Insights simulations in Brazil• Provide local delivery capacity for IE and its customers BMI Insights, Learning and Results Workshop Series 11 March 2011
  • 12. BMI. Facilitating Strategy into Action.Workshop Leading Strategy Into ActionHow can an organization leverage leadershipdevelopment to sustain strategic execution? In collaboration with: BMI Insights, Learning and Results Workshop Series March 2011
  • 13. Leading Strategy into Action• Leaders translate strategy into business results• Successful leadership requires business acumen and interpersonal skills – An understanding of broader organizational strategies – The ability to engage employees and motivate employees BMI Insights, Learning and Results Workshop Series 13 March 2011
  • 14. The Leader’s Role in Strategy Formulation Translation Implemen- tation BMI Insights, Learning and Results Workshop Series 14 March 2011
  • 15. Leaders Translate Strategy into Results Strategy Business Priorities & Focus Defining Direction Aligning the Team Organizational Capabilities: Resources, Talent, Process Action Results BMI Insights, Learning and Results Workshop Series 15 March 2011
  • 16. Defining DirectionElements of strategy: what you need to know • Strategic goals. Objective • Time horizons.• Value proposition to customer. • Customers served.• Unique capabilities • Products and and activities that Advantage Scope services offered. differentiate in the • Geographies served. marketplace. Adapted from: “Can you say what your strategy is?” Harvard Business Review, April 2008 BMI Insights, Learning and Results Workshop Series 16 March 2011
  • 17. Defining DirectionUnderstanding strategy:critical questions to understand at all levels Corporate What are our objectives? strategy and goals • What are our strategic goals? • When must we deliver? Business unit strategy and goals? Who do we serve (scope)? • Who are our customers? • What segments do we serve? • What products and services do we provide? Functional strategy and goals? Mymanager How will we win (advantage)? • What is our value proposition to customers? • How do we differentiate ourselves from our competitors? Team priorities and goals? Myteam orproject BMI Insights, Learning and Results Workshop Series 17 March 2011
  • 18. Defining DirectionTranslating and aligning strategy: critical questions to answer Corporate What are our objectives? strategy and goals • What are our strategic goals? • When must we deliver? • How do our objectives and goals support: • Corporate strategy? • Business unit strategy? Business unit • Functional strategy? strategy and goals? Who do we serve (scope)? • Who are our customers? • What segments do we serve? • What products and services do we provide? Functional strategy and goals? Mymanager How will we win (advantage)? • What is our value proposition to customers? • How do we differentiate ourselves from our competitors? Team priorities and goals? Myteam orproject BMI Insights, Learning and Results Workshop Series 18 March 2011
  • 19. Organizational CapabilitiesDo you have organizational capabilities in placeto achieve your goals and drive business results?• People: Do your people have the skills, knowledge and behaviors required to achieve your business results?• Structure: Is your organization structured to best achieve results?• Systems: Do you have the systems in place to most efficiently support your business needs?• Process: Do your processes support your business effectively? BMI Insights, Learning and Results Workshop Series 19 March 2011
  • 20. Leaders Translate Strategy into Results Strategy Business Priorities & Focus Defining Direction Aligning the Team Organizational Capabilities: Resources, Talent, Process Action Results BMI Insights, Learning and Results Workshop Series 20 March 2011
  • 21. Aligning the TeamStrategic Communication Model WHAT IS OUR STRATEGY?WHAT IS EXPECTED OF US? • How does our work connect to Strategic the strategy?• What are our goals? Alignment• What do you want us to do? • How does our work support the• Am I being held accountable to strategy? results? Accountability Stake- Consistency holdersARE WE MOTIVATED BY IS WHAT I’M HEARING?WHAT WE HEAR? • Consistent with our business• What is the tone of the message? objectives?• Have we been recognized for our • Consistent over time? efforts? Spirit • Consistent with what others are• Is the message exciting and being told? engaging? Forum Format Frequency BMI Insights, Learning and Results Workshop Series 21 March 2011
  • 22. Leading Strategy into ActionA Client Example Build on strong international growth by launching tiered pricing andStrategy targeted products within new market segments and geographies Marketing: understand new market buying criteria; develop tiered pricing strategy Sales: identify resellers and service providers in new marketsPriorities and Product development: identify product offerings and features for newGoals markets Legal: understand regulations in new markets Supply chain: coordinate new product production with contract manufacturersOrganizational All functions: Understand, assess and acquire capabilities required toCapabilities achieve functional goals BMI Insights, Learning and Results Workshop Series 22 March 2011
  • 23. BMI. Facilitating Strategy into Action.Workshop Leading Strategy Into ActionLeadership Development Tool In collaboration with: BMI Insights, Learning and Results Workshop Series March 2011
  • 24. Organizational Leadership SimulationWho applied in 2009-2010. Who is applying in 2011. BMI Insights, Learning and Results Workshop Series 24 March 2011
  • 25. Organizational Leadership Simulation• Participants assume the role of General Manager of InfoMaster• A product and service business• Organizational Leadership focuses on: – Formulation, translation and execution of strategy; – Key leadership levers of setting direction, time allocation and communication; – Business acumen and interpersonal skills BMI Insights, Learning and Results Workshop Series 25 March 2011
  • 26. Organizational Leadership SimulationWhat is possible to customize in OLS? – Team perspectives – Simulation “characters” – Special projects – Product projects – Issues – Goals – Market segments – Organizational structure – Analysis BMI Insights, Learning and Results Workshop Series 26 March 2011
  • 27. BMI. Facilitating Strategy into Action.Workshop Leading Strategy Into ActionLeadership Development Global Trends In collaboration with: BMI Insights, Learning and Results Workshop Series March 2011
  • 28. Global Leadership Challenges• Globalization – Need to develop “portable” leaders who can quickly assimilate to assignments in new countries and cultures – Ability to manage and execute strategy across diverse cultures – Use of ex-pats is declining; yet emerging country leadership skills are immature• Virtual leadership – Managing remote teams continues to be a growing trend – and a leadership challenge – Increased use of collaboration technologies to support virtual teams• Change management and transformation – Leaders must improve communication to align and mobilize employees – Must be able to set direction, prioritize work, and execute flawlessly in an increasingly ambiguous and complex work environment• Employee Retention – Many employees cannot – and are not willing to – sustain current work pace – Some employees are declining promotions and new opportunities due to work/life balance issues – Enable long-term health: emotional, spiritual and physical BMI Insights, Learning and Results Workshop Series 28 March 2011
  • 29. Global Leadership Trends• Centralization of curriculum development; delivery in local markets• Continued use of blended learning solutions and virtual delivery• Leader-led training and coaching• Increased focus and investment in high-potential employees BMI Insights, Learning and Results Workshop Series 29 March 2011
  • 30. Case Study• Four day offering for 3,500 manager of managers worldwide focusing on leadership transitions• Centralized development of curriculum to promote common tools, skills and language• Local delivery of program offering, – 13 different languages; 31 global locations – Delivery by client facilitators and local 3rd party providers BMI Insights, Learning and Results Workshop Series 30 March 2011
  • 31. Case Study• Global leadership development program for high-potential leaders• A series of three programs spanning nine months 1. Strategy translation 2. Developing organizational capabilities 3. Delivering results through people• Course content delivered virtually• Simulation decision-making rounds conducted virtually• Executives coach Action Learning Project teams BMI Insights, Learning and Results Workshop Series 31 March 2011
  • 32. Case Study• Two day program focused on Strategy Translation and Execution• Cisco leaders co-facilitate the program – Present and discuss Cisco enterprise strategy – Present “local” strategies and how they support broader organization strategies – Provide examples of how they actively use tools and skills – Emphasize the importance of execution BMI Insights, Learning and Results Workshop Series 32 March 2011
  • 33. Q&ABMI Insights, Learning and Results Workshop Series March 2011
  • 34. BMI. Facilitating Strategy into Action.Workshop Leading Strategy Into ActionBMI special for Harvard Business Review In collaboration with: BMI Insights, Learning and Results Workshop Series March 2011
  • 35. How can an organization leverage leadershipdevelopment to sustain strategic execution? BMI Insights, Learning and Results Workshop Series March 2011 Copyright ©BMI 2011. All rights reserved.
  • 36. Estratégia. A Mente do Líder. Daniel Motta Varejo de Alto Desempenho Gary Hamel Guerra contra a indecisão Ram Charam Grandes metas para a administração Robert Kaplan O que perguntar à imagem no espelho BMI Insights, Learning and Results Workshop Series March 2011 Copyright ©BMI 2011. All rights reserved.
  • 37. :.Av. São Gualter, 1734, Alto de Pinheiros05455-002 | São Paulo SP | Brasil+55 11 3567 0512:.www.bmibrasil.com.brtwitter.com/bmibrasilyoutube.com/bmibrasillinkedin.com/in/bmibrasil:.bmi@bmibrasil.com.br BMI. Facilitating Strategy into Action. BMI Insights, Learning and Results Workshop Series March 2011