Strategy, Leadership and Deployment

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Strategy, Leadership and Deployment

• Douglas M. Stewart, Ph.D.
• The Anderson Schools of Management
• University of New Mexico

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Leadership

• The ability to positively influence people and
  systems to have a meaningful impact and achieve
  results

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Core Leadership Skills

• Vision
• Empowerment
• Intuition
• Self-understanding
• Value congruence

Dale Crownover, President, Texas Nameplate Co.
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Leadership and Public Responsibilities

• Ethics
• Health, safety, and environment
• Community support

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Leading Practices - Leadership

• Create a customer-focused strategic vision and
  clear quality values
• Create and sustain leadership system and
  environment for empowerment, innovation, and
  organizational learning
• Set high expectations and demonstrate personal
  commitment and involvement in quality
• Integrate quality values into daily leadership
  and management and communicate extensively
• Integrate public responsibilities and community
  support into business practices

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Zenger-Miller Leadership Competencies

• Setting or sharing a vision
• Managing a change
• Focusing on the customer
• Dealing with individuals
• Supporting teams and groups
• Sharing information
• Solving problems, making decisions
• Managing business processes

• Managing projects
• Displaying technical skills
• Managing time and resources
• Taking responsibility
• Taking initiative beyond job requirements
• Handling emotions
• Displaying professional ethics
• Showing compassion
• Making credible presentations

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In Short

• Leadership is
• Having a vision about what the firm is to be.
• Determining an overall strategy to meet that
  vision.
• Deploying that strategy down through the
  organization.
• Coordinating tactics in support of the strategy.

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Vision, Goals, Strategy and Tactics

• Mission Reason for existence
• Vision Future intent
• Goals Defined future state
• Strategy General structural approach to meet
  the long term goals
• Tactics Methods used to reach more immediate
  objectives. Tactics act in support of strategy.

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Strategic Planning Process
A strategy is a pattern or plan that integrates
an organizations major goals, policies, and
action sequences into a cohesive whole. James
Quinn

• Formal strategic plan includes
• Goals to be achieved
• Policies to guide or limit action
• Action sequences, or programs,
• that accomplish the goals

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Strategic Planning Process
Reason for existence
Future intent
Attitudes and policies
Mission
Vision
Guiding Principles
Capabilities and risks
Environmental assessment
Broad statements of direction
Strategies
Strategic Objectives
Things to change or improve
Action Plans
Implementation
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SWOT Analysis
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Tasks Accomplished by Strategic Planning

• Understand important customer and operational
  requirements
• Optimize use of resources and ensure bridging
  between short-term and longer-term requirements
• Ensure that quality initiatives are understood at
  all organizational levels
• Ensure that work organizations and structures
  will facilitate accomplishment of strategic plan

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Leading Practices - Strategic Planning

• Active participation of top management,
  employees, customers, suppliers
• Systematic planning systems for strategy
  development and deployment, including
  measurement, feedback, and review
• Use of a variety of external and internal data
• Align short-term action plans with long-term
  strategic objectives, communicate them, and track
  progress

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Policy Deployment (Hoshin Kanri)

• Top management vision leading to long-term
  objectives
• Deployment through annual objectives and action
  plans
• Negotiation for short-term objectives and
  resources (catchball)
• Periodic reviews

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Hoshin Kanri Steps

• Establish organizational vision
• Develop 3-5 year strategic plan
• Develop annual objectives
• Deploy/roll down to departments
• Departments develop plans and means
• Focus deployment not everyone needs to be
  involved in everything
• Iterative (catchball) nature may take time

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Hoshin Kanri Steps (2)

• Implementation of plans
• Review progress regularly
• Annual review
• Drop or continue incomplete policies
• Check results
• What caused us to miss targets

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