ch13 by jizhen1947

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									      Chapter 13


Creating Vision and Strategic
          Direction


                                1
Chapter Objectives
 Explain the relationship among vision, mission,
 strategy, and implementation mechanisms.
 Create your personal leadership vision.
 Use the common themes of powerful visions in
 your life and work.
 Understand how leaders formulate and implement
 strategy.
 Apply the elements of effective strategy.




                                                   2
Strategic Leadership

     The ability to anticipate and
     envision the future, maintain
     flexibility, think strategically,
     and initiate changes that will
     create a competitive
     advantage for the
     organization in the future


                                         3
Ex. 13.1 The Domain of Strategic
           Leadership

                   Vision


                  Mission



                  Strategy



        Architecture for alignment and
               implementation
                                         4
Vision

    An attractive, ideal future that is
    credible yet not readily
    available




                                          5
 Ex. 13.2 Examples of Brief Vision
         Statements (selected)
Motorola
     Become the premier company in the world
Ritz-Carlton (Amelia Island) Engineering Dept.
     Where no hotel has gone before – free of all defects
Johnson Controls Inc.
     Continually exceed our customers’ increasing
     expectations
New York City Transit
     No graffiti
Egon Zehnder
     Be the worldwide leader in executive search

                                                            6
Ex. 13.3 The Nature
    of the Vision

                             Vision




        Current       Staying the course
        reality

                                           7
Common Themes of Vision
 Vision has broad appeal
 Vision deals with change
 Vision encourages faith and hope
 Vision reflects high ideals
 Vision defines the destination and the
 journey




                                          8
Mission
   The organization’s core broad
   purpose and reason for
   existence




                                   9
Strategic Management
Strategic Management
    The set of decisions and actions used to
    formulate and implement specific strategies that
    will achieve a competitively superior fit between
    the organization and its environment so as to
    achieve organization goals
Strategy
    The general plan of action that describes
    resource allocation and other activities for
    dealing with the environment and helping the
    organization attain its goals
                                                   10
Core Competence

      Something the
      organization does
      extremely well in
      comparison to competitors




                                  11
Synergy and Value

 Synergy: the interaction of
 organizational parts to produce a
 joint effect that is greater than the
 sum of the parts


                Value: the combination of
                benefits received and costs paid
                by the customer



                                                   12
      Strategy Formulation and
           Implementation
Strategy Formulation
    The integrating knowledge of the environment,
    vision, and mission with the core competence in
    such a way as to achieve synergy and create
    customer value
Strategy Implementation
    Putting strategy into action by adjusting various
    parts of the organization and directing
    resources to accomplish strategic goals


                                                    13
            Ex. 13.7 Making Strategic
                    Decisions
                             Ease of Implementation

                         Hard                           Easy
              High Impact, Hard to            High Impact, Easy to
              Implement.                      Implement.
      High    Major changes, but with         Simple changes that have
              potential for high payoff       high strategic impact –
                                              take action here first
Strategic
Impact
              Low Impact, Hard to             Low Impact, Easy to
              Implement.                      Implement.
              Difficult changes with little   Incremental
      Low     or no potential for payoff –    improvements, “small
              avoid this category             wins;” pursue for symbolic
                                              value of success




                                                                           14
   Ex. 13.8 Linking Strategic Vision
         and Strategic Action

    High
                  The Dreamer          The Effective Leader
Vision
                 The Uninvolved             The Doer
    Low
           Low                                         High

                                  Action




                                                              15

								
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