Challenges of Leadership and Organisational Purpose

1. Challenges of
Leadership and
Organisational
Purpose

2. Vision
•A vision helps unite people towards a purpose.
•Creating and living a vision is the role of leaders
in organisations.
•They have to promote it and help others to believe
it.
•Visions are aesthetic and moral; they come
from within as well as outside.

3. Vision
•According to Disney, a successful vision
accomplishes six goals:
•gives a sense of the future
•guides decision making and strategy
•creates a shared purpose
•provides guidelines that determine behaviour
•inspires emotion
•connects to values
•Walt Disney vision: "To make people happy."

4. Vision Statements
• General Electric ‘We bring good things to life’
• Ford Motor Company ‘to become the world's leading
consumer company for automotive products and services,
One team, One plan, One goal.’
• Toyota Motor Vision: ‘Toyota aims to achieve long-term,
stable growth in harmony with the environment, the global
economy, the local communities it serves, and its
stakeholders’.
• Pepsi “beat coke”
• Google “to organise the world’s information and make it
universally accessible and useful.”,

5. Mission
• A mission statement is a unifying statement of what an organisation is in
business to do. It is a key reference point in the planning and
implementation of change.
• A mission statement is a description of the organisation's key purposes.

6. Values
• Values are the beliefs of an organisation, the expression of what it
stands for and how it will conduct itself.
• Values are the core of an organisation's being.
• They underpin policies, objectives, procedures and strategies

7. What is strategy?
• The term is derived from the Greek word ‘Strategos” for generalship or
leading an army.
• A method or plan chosen to bring about a desired future, such as
achievement of a goal or solution to a problem.
• The art and science of planning and organising resources for their most
efficient and effective use.

8. Strategic Thinking
• A planning process that applies innovation, strategic planning and
operational planning to develop business strategies that have a greater
chance for success
• Integrating the future/vision into your decision making processes
today/currently by thinking big, deep and long

9. Strategic to Operational
•Strategic Thinking - is the "What" and the
"Why"...that is what should we be doing
and why
•Strategic Planning - is the "How" and
"When" ...at a very high level
•Operational Planning - is the specific
details of the implementation of the how
and when. (Action Planning)

10. Pitfalls in Strategic Management and Planning
•Top managers not actively supporting the strategic-
planning process
•Failing to use plans as a standard for measuring
performance
•Delegating planning to a “planner” rather than
involving all managers
•Failing to involve key employees in all phases of
planning
•Failing to create a collaborative climate supportive
of change

11. Why do Organisations need to change?
• Competition
• Change is now a constant
• Technology
• Innovation
• Limited resources
• Deregulation
• Privatisation

12. What external factors can cause an organisation to
change the way it operates?
•Economic situation
•Materials shortages
•Legislation
•Technology
•Competition/market forces
•Customer behaviour
•Educational/expectations
•Environmental issues

13. Globalisation,
Localisation or Glocalisation?
‘To Adapt or not to Adapt, that is the Question’
“Standardisation is the central managerial issue in
international marketing if marketing itself is defined in
terms of formulating and implementing policies regarding
the four (or more) Ps of product, price, promotion and
place”.
(Boddewyn, J & Grosse, R. 1995)

14. “Culture eats
strategy for
breakfast”
No matter how far reaching a leader’s vision or how
brilliant the strategy, neither will be realised if not
supported by an organisation’s culture.

15. "Unless you try to do something beyond
what you have already mastered,
you will never grow."
- Ronald E. Osborn