TAILIEUCHUNG - Lecture Leadership - Chapter 13: Creating vision and strategic direction

After studying this chapter you will be able to: 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. | Chapter 13 Creating Vision and Strategic Direction 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. 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 Ex. The Domain of Strategic Leadership Architecture for alignment and implementation Strategy Mission Vision Vision An attractive, ideal future that is credible yet not readily available Ex. 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 Ex. The Nature of the Vision Current reality Staying the course Moving toward a desired future Vision 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 Mission The organization’s core broad purpose and reason for existence 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 Core Competence Something the organization does extremely well in comparison to competitors 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 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 Ex. Making Strategic Decisions Ease of Implementation Hard Easy Strategic Impact High Low High Impact, Hard to Implement. Major changes, but with potential for high payoff High Impact, Easy to Implement. Simple changes that have high strategic impact – take action here first 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 Ex. Linking Strategic Vision and Strategic Action The Dreamer The Effective Leader The Uninvolved The Doer Action Low High Low High Vision

• Quản trị kinh doanh
• Lecture Leadership
• Leadership skills
• Kỹ năng lãnh đạo
• Leadership theory
• Creating vision
• Strategic direction
• Art of Leadership
• Relationship of Leadership
• Strategic leadership
• Leadership power
• Asserting leader influence
• Leadership practice
• Leadership ethics
• Developing leadership diversity
• Interactive leadership
• Transformational leadership
• Team leadership
• Women and leadership
• Culture and leadership
• Leadership communication
• Communication process
• Behavior theories
• Toxic leadership
• Shaping values
• Learning organization
• Leading change
• Analyzing leadership
• The leadership process
• Moral leader
• Servant leadership
• Leadership triangle
• Components of leadership