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Leadership and Management(pdf)
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- 3. Sense Making- Leadership4 capabilities • Go out And Be visible • Create Change Maps and Models • Work Collaboratively, and • Be flexible
- 4. Relating-Leadership 4 capabilities •Having Open Communication. • Being Visible • Being reassuring, and • Reinforcing sense of urgency.
- 5. Visioning-Leadership 4 capabilities •Values • Urgency • Hope • Community, and • Confidence.
- 6. Inventing-Leadership 4 Capabilities •Give Employees permission to break the rule. • Create new structures. • Illustrate clear priorities, and • Develop ambidextrous organization.
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- 8. What a 360feedback survey measures? • 360 feedback measures behaviors and competencies • 360 assessments provide feedback on how others perceive an employee • 360 feedback addresses skills such as listening, planning, and goal-setting • A 360 evaluation focuses on subjective areas such as teamwork, character, and leadership effectiveness
- 9. How is 360Degree feedback Used? Companies typically use a 360 feedback system in one of two ways: • 360 Feedback as a Development Tool to help employees recognize strengths and weaknesses and become more effective • 360 Feedback as a Performance Appraisal Tool to measure employee performance
- 10. What 360 FeedbackSurveys do not assess: • 360 feedback is not a way to measure employee performance objectives (MBOs) • 360 feedback is not a way to determine whether an employee is meeting basic job requirements • 360 feedback is not focused on basic technical or job-specific skills • 360 feedback should not be used to measure strictly objective things such as attendance, sales quotas, etc.
- 11. Perspectives Of theOrganization
- 12. 4 Perspective ofthe Organization • Rational Approach • Exploitive Approach • Political Approach • Symbolic Approach
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- 14. Levers Of Organizationalchange Management.
- 15. Levers Of OrganizationalChange Management. • Leadership and Sponsorship • Skills and Competencies. • Organizational Alignment • Communication • Governance & Compliance. • Performance Management. • Incentives & Rewards • Hiring & Selection.
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- 17. The Psychology OfChange
- 18. The Psychology OfChange • All Behaviors are complex • Change is frightening. • Change must be positive. • Being is Easier than Becoming. • Slower Is Better. • Know More , Do Better. • Change Requires Structure • Practice Is Necessary. • New Behaviors Must Be protected. • Small Successes Are Big.
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- 20. Business and competitiveStrategy • Competitive Strategy • Business Strategy • Competitive Advantage. • Marketing Strategies. • Sales Strategies • Product Strategies.
- 21. Business & CompetitiveStrategy
- 22. Business and CompetitiveStrategy • Cost Leadership. • Differentiation • Low cost Focus • Differentiation Focus.
- 23. Business And CompetitiveStrategy
- 24. Strategy and IndustryStructure. • The threat of new competitors entering the industry • The intensity of rivalry among existing competitors • The threat of substitute products or services • The bargaining power of buyers • The bargaining power of suppliers
- 25. Business & competitiveStrategy Rivalry among Existing competitors Threat Of New Entrants Bargaining Power of suppliers Bargaining Power of Customers Threat of substitutes
- 26. Innovation Dynamics andmodels
- 27. Innovation Dynamics PHASE-1 PHASE-2PHASE-3 PHASE-4 PHASE-5 MarketKnowledge -PlatformConcet - commercialized TechnologicalKnowledge -productconcept offering Tecgnological&Market -serviceconcept ProductService Capabilities -product Specification Projects -ProjectTimelines aftersalesService OutPut OutPut Idea generation(Ma rket,cost orientation) Idea Assessment (Attractiveness /Risk) alignment with present portfolio Product Concept definition Market Analysis Product Planing Product Specification Product Developm ent Design Revives Industrial Design Prototype Testing Market testing Finalization ofDesign Preparatio nof Production Market Launch Market Activities FrontEndInnovations ProductDevelopment&Launch
- 28. Sustainability; People, planetand profits ( triple Pundits)
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- 30. Triple Pundits Configure developmentinvestments for maximum returns Consider and prioritize alternatives Communicate investment alignment with TBL goals
- 31. Full Cost AnalysisVs Cost Benefit Analysis • Top Line- Top Level Involvement ( CEO, Board of Directors). Policy Investment. Programs. Signatories To Voluntary Standards. Principal. Reporting.
- 32. Full Cost AnalysisVs Cost Benefit Analysis Bottom Line- • People • Planet • Profits
- 33. Total Quality ManagementIn service innovation & Service Delivery • TQM- Product Excellence & Service Quality. • Top Management Support. • Customer Focus. • Customer Improvement. • Information System's Quality. • Information & Communication Technology. • Knowledge Sharing • Service Culture. • Service Innovations. • Service Quality.
- 34. Elements To TQM •Relationship Between TQM Practices And Innovation • Relationship Between TQM Practices And Service Quality • Relationships Between TQM Practices And Service Product Innovation • Relationships Between TQM Practices And Service Process Innovation • Relationships between Service quality and service innovation (process innovation & product innovation)
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- 36. Six themes of24 steps –Disciplined Enterpreneurship
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- 38. Technology, operations andValue Chain Management.
- 39. Strategic Value chainDesign.
- 40. Primary Activities • Inboundlogistics: This refers to everything involved in receiving, storing and distributing the raw materials used in the production process. • Operations: This is the stage where raw products are turned into the final product. • Outbound logistics: This is the distribution of the final product to consumers. • Marketing and sales: This stage involves activities like advertising, promotions, sales-force organization, selecting distribution channels, pricing, and managing customer relationships of the final product to ensure it is targeted to the correct consumer groups. • Service: This refers to the activities that are needed to maintain the product's performance after it has been produced. This stage includes things like installation, training, maintenance, repair, warranty and after-sales services.
- 41. Support Activities • Procurement:This is how the raw materials for the product are obtained. • Technology development: Technology can be used across the board in the development of a product, including in the research and development stage, in how new products are developed and designed, and process automation. • Human resource management: These are the activities involved in hiring and retaining the proper employees to help design, build and market the product. • Firm infrastructure: This refers to an organization's structure and its management, planning, accounting, finance and quality-control mechanisms.
- 42. Goals & Outcomes Keyshort- and medium-term end-market opportunities in the target value chains. Factors constraining the maximization of these opportunities (for small-scale producers, women, youth, etc.). Upgrading strategies to address these constraints and maximize opportunities. Private-sector, public-sector and civil society entities to partner with to achieve these upgrading strategies. Recommendations of how to support these value chain upgrading strategies in a way that is gender equitable, promotes improved nutrition (where relevant), and is inclusive of the poor and other marginalized group.
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- 44. Four Levers ofPlatform Leadership Becoming a platform leader is like winning the Holy Grail: Many seek it, but few achieve it. By definition, platform leaders who succeed can exert a strong influence over the direction of innovation in their industries and thus over the network of firms and customers–the “ecosystem”–that produces and uses complements. But not all industries are suitable for platform leadership strategies. The dynamics that make it possible occur only under certain conditions. A fundamental condition is that the firm’s product has limited value when used alone but gains in value when used along with complements. The realization that demand for one’s core product depends on an array of complements–and, therefore, that one’s destiny depends on the decisions and actions of others–is the starting point for thinking like a platform leader.
- 45. Four sets ofStrategic Choices • Determine the scope of the firm: Is it better to create product complements internally or let someone else do it? How far into the technology value chain should a firm extend? • Design the product with strategic intent: What degree of modularity is appropriate? Should product interfaces be open or closed? What information should be disclosed to other companies? • Shape relationships with external complementors: How can the company balance competition and collaboration with outside players? What’s the best way to create and sustain relationships with complementary product providers? • Optimize internal organizational structures: What processes and systems will allow the company to manage internal and external conflicts of interest most effectively? What’s the right way to resolve the tensions between industry players
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- 47. Steps Involved • Definethe problem boundary • Identify the most important stocks and flows that change these stock levels • Identify sources of information that impact the flows • Identify the main feedback loops • Draw a causal loop diagram that links the stocks, flows and sources of information • Write the equations that determine the flows • Estimate the parameters and initial conditions. These can be estimated using statistical methods, expert opinion, market research data or other relevant sources of information. • Simulate the model and analyse results
- 48. Understanding Big Dataand Its impact.
- 49. 1. Value simplicityof analysis over fancy algorithm 2. Value more data sources over more datas 3. Value familiar tools over the latest shiny tools 4. Value insights and investments over indicators 5. Value CUSS over trust 6. Value direction over definitive 7. Value how software works over how you *think* software works
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- 51. Four Steps ForBig Impact 1. People and education 2. Delivery and distribution 3. Testing and measurement 4. Systems and technology
- 52. Operational Plan address •Where are we now? • Where do we want to be? • How do we get there? • How do we measure our progress?
- 53. The key componentsof a complete operational plan include: • Human capital. The staff and skills required to implement your project, as well as current and potential sources of these resources. • Financial requirements. The funding required to implement your project, your current and potential sources of these funds. • Risk assessment. What risks exist and how they can be addressed. • Estimate of project lifespan, sustainability and exit strategy. How long your project will last, when and how you will exit your project, and how you will ensure sustainability of your project’s achievements.
- 54. Operational plans shouldcontain: • Clear objectives • Activities to be delivered • Quality standards • Desired outcomes • Staffing and resource requirements • Implementation timetables • A process for monitoring progress
- 55. Why have anoperational plan? An operational plan is important because it helps your team to: • Be clear about where you will get the necessary resources • Use those resources efficiently • Clearly define the most critical resource requirements. – Reduce risks where possible, and prepare contingency plans where necessary. – Think about the long-term future of the project, including its sustainability.
- 56. Who should preparean operational plan? Operational plans should be prepared by the people who will be involved in the implementation. There is often a need for cross-departmental dialogue as plans created by one part of the organisation inevitably have implications for other parts. • A project administrator or finance manager should be involved in defining financial requirements • Human resources should be involved in assessing HR and capacity needs • HR, IT or operations staff should be engaged in discussions of processes, procedures and systems. • Efficient operational planning and implementation calls for ongoing open communication between the project team and these other staff.
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