Bài giảng Leadership - Chapter 13 Creating Vision and Strategic Direction

Chapter 13Creating Vision and Strategic Direction1Chapter ObjectivesExplain 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.2Strategic LeadershipThe 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 future3Ex. 13.1 The Domain of Strategic LeadershipArchitecture for alignment and implementationStrategyMissionVision4VisionAn attractive, ideal future that is credible yet not readily available5Ex. 13.2 Examples of Brief Vision Statements (selected)MotorolaBecome the premier company in the worldRitz-Carlton (Amelia Island) Engineering Dept.Where no hotel has gone before – free of all defectsJohnson Controls Inc.Continually exceed our customers’ increasing expectationsNew York City TransitNo graffitiEgon ZehnderBe the worldwide leader in executive search6Ex. 13.3 The Nature of the VisionCurrent realityStaying the courseMoving toward a desired futureVision7Common Themes of VisionVision has broad appealVision deals with changeVision encourages faith and hopeVision reflects high idealsVision defines the destination and the journey8MissionThe organization’s core broad purpose and reason for existence9Strategic ManagementStrategic ManagementThe 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 goalsStrategyThe general plan of action that describes resource allocation and other activities for dealing with the environment and helping the organization attain its goals10Core CompetenceSomething the organization does extremely well in comparison to competitors11Synergy and ValueSynergy: the interaction of organizational parts to produce a joint effect that is greater than the sum of the partsValue: the combination of benefits received and costs paid by the customer12Strategy Formulation and ImplementationStrategy FormulationThe integrating knowledge of the environment, vision, and mission with the core competence in such a way as to achieve synergy and create customer valueStrategy ImplementationPutting strategy into action by adjusting various parts of the organization and directing resources to accomplish strategic goals13Ex. 13.7 Making Strategic DecisionsEase of ImplementationHardEasyStrategic ImpactHighLowHigh Impact, Hard to Implement.Major changes, but with potential for high payoffHigh Impact, Easy to Implement.Simple changes that have high strategic impact – take action here firstLow Impact, Hard to Implement.Difficult changes with little or no potential for payoff – avoid this categoryLow Impact, Easy to Implement.Incremental improvements, “small wins;” pursue for symbolic value of success14Ex. 13.8 Linking Strategic Vision and Strategic ActionThe DreamerThe Effective LeaderThe UninvolvedThe DoerActionLowHighLowHighVision15