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Good business leaders create a vision, articulate the vision, passionately own the vision, and relentlessly drive it to completion. Jack Welch
The Best Way to Predict the Future is to CREATE it! Peter Drucker
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
The most important function of a leader is to develop a clear and compelling picture of the future, and to secure commitment to that idea.
Ex. 13.1
Mission
Strategy
Vision
An attractive, ideal future that is credible yet not readily available. It should evoke a picture in the mind and suggests a future orientation, implies a standard of excellence or virtuous condition, and has the quality of uniqueness!
Ex. 13.2
Motorola
Become the premier company in the world
Egon Zehnder
Be the worldwide leader in executive search
Questions to Ask?
The leader must ask theree questions to test his or her vision: 1) Is this the right time? 2) Is this the right direction? 3) Are these the right goals?
This must then be shared with your team and have it SUPPORTED.
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Ex. 13.3
Vision
Current reality
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12
13
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Mission
The organizations core broad purpose and reason for existence
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Mission
Two critical parts:
Core values guide the organization Core purpose is why the organization exists
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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
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Core Competence
Something the organization does extremely well in comparison to competitors
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Strategy Implementation
Putting strategy into action by adjusting various parts of the organization and directing resources to accomplish strategic goals
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Ex. 13.7
High
High Impact, Hard to Implement. Major changes, but with potential for high payoff
Strategic Impact
Low
Low Impact, Hard to Implement. Difficult changes with little or no potential for payoff avoid this category
Low Impact, Easy to Implement. Incremental improvements, small wins; pursue for symbolic value of success
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Ex. 13.8
High
Low
Action
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