10 Leadership, Strategy And Deployment


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  • 10 Leadership, Strategy And Deployment

    1. 1. Leadership, Strategy and Deployment Douglas M. Stewart, Ph.D. The Anderson Schools of Management University of New Mexico
    2. 2. Leadership <ul><li>The ability to positively influence people and systems to have a meaningful impact and achieve results </li></ul>
    3. 3. Strategic Planning <ul><li>The process of envisioning an organization’s future and developing the necessary procedures and operations to achieve that future. </li></ul>
    4. 4. Core Leadership Skills <ul><li>Vision </li></ul><ul><li>Empowerment </li></ul><ul><li>Intuition </li></ul><ul><li>Self-understanding </li></ul><ul><li>Value congruence </li></ul>Dale Crownover, President, Texas Nameplate Co.
    5. 5. Leading Practices - Leadership <ul><li>Create a customer-focused strategic vision and clear quality values </li></ul><ul><li>Create and sustain leadership system and environment for empowerment, innovation, and organizational learning </li></ul><ul><li>Set high expectations and demonstrate personal commitment and involvement in quality </li></ul><ul><li>Integrate quality values into daily leadership and management and communicate extensively </li></ul><ul><li>Integrate public responsibilities and community support into business practices </li></ul>
    6. 6. Zenger-Miller Leadership Competencies <ul><li>Setting or sharing a vision </li></ul><ul><li>Managing a change </li></ul><ul><li>Focusing on the customer </li></ul><ul><li>Dealing with individuals </li></ul><ul><li>Supporting teams and groups </li></ul><ul><li>Sharing information </li></ul><ul><li>Solving problems, making decisions </li></ul><ul><li>Managing business processes </li></ul><ul><li>Managing projects </li></ul><ul><li>Displaying technical skills </li></ul><ul><li>Managing time and resources </li></ul><ul><li>Taking responsibility </li></ul><ul><li>Taking initiative beyond job requirements </li></ul><ul><li>Handling emotions </li></ul><ul><li>Displaying professional ethics </li></ul><ul><li>Showing compassion </li></ul><ul><li>Making credible presentations </li></ul>
    7. 7. Leadership and Public Responsibilities <ul><li>Ethics </li></ul><ul><li>Health, safety, and environment </li></ul><ul><li>Community support </li></ul>
    8. 8. Strategic Planning <ul><li>Formal strategy includes: </li></ul><ul><li>Goals to be achieved </li></ul><ul><li>Policies to guide or limit action </li></ul><ul><li>Action sequences, or programs, </li></ul><ul><li>that accomplish the goals </li></ul>“ A strategy is a pattern or plan that integrates an organization’s major goals, policies, and action sequences into a cohesive whole.” James Quinn
    9. 9. Tasks Accomplished by Strategic Planning <ul><li>Understand important customer and operational requirements </li></ul><ul><li>Optimize use of resources and ensure bridging between short-term and longer-term requirements </li></ul><ul><li>Ensure that quality initiatives are understood at all organizational levels </li></ul><ul><li>Ensure that work organizations and structures will facilitate accomplishment of strategic plan </li></ul>
    10. 10. Leading Practices - Strategic Planning <ul><li>Active participation of top management, employees, customers, suppliers </li></ul><ul><li>Systematic planning systems for strategy development and deployment, including measurement, feedback, and review </li></ul><ul><li>Use of a variety of external and internal data </li></ul><ul><li>Align short-term action plans with long-term strategic objectives, communicate them, and track progress </li></ul>
    11. 11. Strategic Planning Process Mission Vision Guiding Principles Environmental assessment Strategies Strategic Objectives Action Plans Broad statements of direction Capabilities and risks Things to change or improve Implementation Reason for existence Future intent Attitudes and policies
    12. 12. Policy Deployment (Hoshin Kanri) <ul><li>Top management vision leading to long-term objectives </li></ul><ul><li>Deployment through annual objectives and action plans </li></ul><ul><li>Negotiation for short-term objectives and resources (catchball) </li></ul><ul><li>Periodic reviews </li></ul>
    13. 13. Hoshin Kanri Steps <ul><li>Establish organizational vision </li></ul><ul><li>Develop 3-5 year strategic plan </li></ul><ul><li>Develop annual objectives </li></ul><ul><li>Deploy/roll down to departments </li></ul><ul><ul><li>Departments develop plans and means </li></ul></ul><ul><ul><li>Focus deployment – not everyone needs to be involved in everything </li></ul></ul><ul><ul><li>Iterative (catchball) nature may take time </li></ul></ul>
    14. 14. Hoshin Kanri Steps (2) <ul><li>Implementation of plans </li></ul><ul><li>Review progress regularly </li></ul><ul><li>Annual review </li></ul><ul><ul><li>Drop or continue incomplete policies </li></ul></ul><ul><ul><li>Check results </li></ul></ul><ul><ul><li>What caused us to miss targets </li></ul></ul>