Strategy, Leadership and Change - We Read For You


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Strategy, leadership and change, the latest book by Terry Meyer, provides practical guidelines on strategic and organisational design, leadership and change. This book is specifically aimed at executives who do not have the time to search for or study the plethora of books written on the subject.

This session of We Read For You was presented by Terry Meyer.

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Strategy, Leadership and Change - We Read For You

  1. 1. Strategy, LeadershipAnd ChangeBy Terry MeyerDate: 11 June 2013Your partner in world-classbusiness learning
  2. 2. StrategyLeadershipChange
  3. 3. StrategyLeadershipChange
  4. 4. Chapter 1: Solving Problems in a ComplexWorld
  5. 5. In reality the world is complex, connected andvolatile, and understanding patterns rather thanevents is a necessary Executive capability
  6. 6. SimpleComplicatedComplexChaosTypes of Problem Adapted from D Snowden
  7. 7. Chapter 1: Solving Problems in a Complex World• Interconnectedness• Optimisation• Emergence• Multiple causality• Unintended consequences• Self organisation
  8. 8. PeopleAims &purposeProcessesTechnologyExternal EnvironmentCultureLeadershipOrganisationalSystemArchitecture:GovernanceStructuresAdapted from E Dostel
  9. 9. Strategy is largely about determining theidentity and scope of an organisation, andwhat needs to be done to win the game itchooses to play
  10. 10. Chapter 2: Formulating Strategy: Assumptions• Corporate vs operations strategy• Open systems• External positioning vs internal resourcing• Time horizon• Long term vs short term• Strategy as rolling conversation
  11. 11. Chapter 2: Formulating Strategy: Process• Understand context – managing the future• Positioning – products, services, markets,geography, supply chain• Building identity• Strategic focus areas
  12. 12. Chapter 3: Implementing Strategy: Reasonswhy strategies fail• Lack of participation• Incorrect people• Organisational capability• Communication• Leadership energy• Change strategy• Not connecting strategy & operations• Lack of monitoring• Focus on short term
  13. 13. Chapter 4: Organisational Design• Value chain• Corporate vs business unit• In source vs outsource• Centralise vs decentralise• Support services• Levels of work• Optimising present vs creating future• Organisational roles
  14. 14. Chapter 5: Art of StrategyLeaders’ world view ormental models createthe filters throughwhich they determinewhether or not issuesin the environment arerelevantStrategy requires the ability to lookforward and backwardsimultaneouslyA common obstacle to strategy isthe often profound effect of “theelephant in the room” or “ghostvoices”
  15. 15. Chapter 6: transformational LeadershipTransformational leadership isabout making a differenceThe importance of theleaders causeBranding – goodpackaging withoutanything useful insidedoes not create asustainable brand. It isalso true that manypeople who have much tocontribute are notimpactful because no-onepays them any attention
  16. 16. CommunityChurchFamilyProfessionIndustryCustomersSuppliersColleaguesBossSubordinatesLeaderPortfolio Leadership
  17. 17. Chapter 7: Building Tomorrow’s LeadersIdentify futurechallengesIdentifyfuture leadersCreate theleadershippipelineProvideformaldevelopmentProvideinformaldevelopmentGovernance
  18. 18. Chapter 8: Creating Leadership DNAThere is a difference between focusingonly on leaders and buildingorganisational leadership
  19. 19. Chapter 9: Change Concepts• Difference between change & transformation• Greater the need for change, greater the needfor stability• Change needs to start with a burning platform• Cycle and phases of change• Most people resist change when it is forcedupon them
  20. 20. ImplementingA ChangeStrategyAnswerKey QuestionsStakeholderEngagementAssessOrganisationalReadinessClarify Roles& GovernanceEstablishSupportDesignStrategiesChapter 10:
  21. 21. Chapter11: Reconfiguring Organisations:• Prepare• Review key processes• Determine roles & structures• Design job profiles• Assess & appoint staff• Build capacity• Manage performance• Manage change
  22. 22. Chapter 12: Building a Change Ready OrganisationConnect with the outsideThere is nogreater threat tothe sustainabilityof an organisationthan successHotspots cannot bedecreed. They areemergent & Executivesneed to create theconditions for them toemergeConversations are the wayin which organisationscreate meaning &construct their realityMental models act asfilters to leaders inselecting what is or is notimportant
  23. 23. Thank you ...