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Team D - Margaret Thatcher v.1.2 - Jamar Johnson
The document outlines the career and strategies of Margaret Thatcher, highlighting her rise to Prime Minister, her significant influence on British politics, and the personal sacrifices she made. It discusses her strong work ethic, the importance of timing in politics, and the challenges she faced, including a smear campaign against her. Additionally, it provides insights on how to succeed in leadership roles and the importance of maintaining a work-life balance.
Team D - Margaret Thatcher v.1.2 - Jamar Johnson
- 1. WHO WANTS TOBE A PRIME MINISTER? Team D: Elisa Jamar Hossam Mohamed Kosta
- 2. AGENDA Biography Analysing Ms Thatcher StrategicMap Costs and Sacrifices Personal Mission Management Control – Team D
- 3. EARLY LIFE Born 13.10.1925in Grantham to the family of a local political activist Receptive to her father’s influence Studied in a competitive school Focus – few areas where she could succeed Relationships with right girls 1943-1947 – Somerville College in Oxford President of the University’s Conservative Association Management Control – Team D
- 4. PARLIAMENT EXPERIENCE Elected intothe Parliament as a Conservative member Management Control – Team D 1959 1961 1965-1969 1970-1974 Post in the Ministry of Pensions Positions in several shadow ministries Secretary of State for Education
- 5. A LEADER 1975 –Elected leader of the Conservative Party 1979 – Becomes Prime Minister of the Great Britain Remains in office until 1990, presiding over radical political and economic changes Management Control – Team D
- 6. SWOT for MargaretThatcher Management Control – Team D Strong work ethic Skills identification and focus on strengths – self awareness Father’s relentless push and family’s support “You don’t follow the crowd, you make up your own mind” Ambition and clear goals Politically and socially skilled Mix of spirit, fearlessness and intelligence Willingness to learn No engagement with stakeholders (Milk policy) – Hard power profile – direct and confrontational When to say no? McGregor Theory X (mistrust of civil servants)
- 7. SWOT for MargaretThatcher – II Management Control – Team D Increase Soft power to gain stakeholder support for her policies. The UK’s Soft power “No sympathy in politics” means her allies can become her adversaries Family scrutiny Economic situation of the late 1970’s – policies became disruptive to the economy
- 8. How to becomea Prime Minister? Represent a constituency Campaign relentlessly Elected MP Management Control – Team D
- 9. Congratulations, Prime Minister Workhard Get noticed Become a (shadow) minister “Strike a king” … and kill him Management Control – Team D Members of Parliament Conservative Party has won by a Majority!
- 10. Costs of GettingYour Mission: Sacrifices Management Control – Team D • Work with a single-minded focus. • Understand the importance of time. Leverage time to achieve goals and accomplishments. • Have little concern for popularity, but mastered the art of timing. • Worked to offset weaknesses. Developed those into strengths. • Career > Family • Worked herself to exhaustion and kept going. • Developed a tough skin and was fearless in her final decisions and personal convictions. • Did not allow other’s perceptions of her deter her. In other words, her being a woman failed to hold her back. She worked twice as hard than her peers. “Don’t follow the crowd, let the crowd follow you.”
- 11. Costs of GettingYour Mission: Scrutiny and Risk Management Control – Team D The Milk Snatcher and Smear Campaign Campaigning Against Mentor and Hail Mary Victory Further Budgetary Cuts and Media Attacks Son, Mark Thatcher – left UK in the 80s; involved in shady affairs “I’ll see them in Hell first…I will never be driven anywhere against my will.” “When you strike at a King. You must kill him.”
- 12. FROM HERE TOA CEO? – STRATEGY Management Control – Team D • Maintain healthy work-life balance • Use the best opportunitiesChallenges of Success • Make your spouse your ally • Spend time with childrenFamily Troubles • Be disciplined • Be effective • Be active Internal Processes • Broaden your professional expertise • Grow your network Learning & Development
- 13. FROM HERE TOA CEO? – IMPLEMENTATION Management Control – Team D Strategic Objective Initiative Target 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 Challenges of Success Maintain healthy work-life balance Have a hobby Never stop Use the best opportunities Get promoted Every time Family Troubles Make you spouse your ally Value his/her opinion 100% support of your decisions Spend time with children Join their activities 2 hours per day Internal Processes Be disciplined Meet your deadlines 100% Be effective Work on big projects Praise by superiors Be active Participate in a CSR initiative Mention in a company communication Learning and Development Broaden your professional expertise Customized education program Graduation Grow your network LinkedIn following Follower base growth 10%/year Balanced Scorecard for Becoming a CEO Years
- 14. THE END AND THISWAS OUR LAST VC PRESENTATION. THANK YOU! Management Control – Team D