© 2015 center for creative leadership. all rights reserved. culture eats strategy for breakfast 1...

© 2015 Center for Creative Leadership. All rights reserved.

Culture Eats Strategy for Breakfast

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Impact of Culture on Leadership: Managing Across Cultures

Peter Drucker


What is Strategy?

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Strategy


What is Strategy?

Strategy reflects the pattern of choices an organization makes to position itself for sustained competitive advantage.

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Strategy


Strategic Thinking: Scanning

1. Assessing where the organization currently is

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Internal External



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Strategy

What internal capabilities or assets give you a competitive advantage?

What do you do well?

What internal capabilities or assets are you ineffective or inefficient at performing or possessing? What

puts you at competitive disadvantage?



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Strategy

What conditions or possible future conditions in the external

environment could give you a competitive advantage if taken

advantage of?

What conditions or possible future conditions in the external

environment could put you at a competitive disadvantage and

possibly “do you in?”


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Strategy

InvestDefend Mobilize ResourcesStrategic Alliances

Divest orPrevent Damage

Invest or Collaborate

Opportunities_______________________________________

Threats_______________________________________

Strengths

_________________________________

Weaknesses

_________________________________


A Definition of Strategic Leadership

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Strategy

Who

How

What

Individuals and teamsenact strategic leadership when they

Think, Act, and Influence others

in ways that enhance the organization’ssustainable competitive advantage.


Strategic Leadership

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Strategy


Strategic Thinking…

Strategic thinking includes the processes required for collecting, interpreting, generating, and evaluating information and ideas that shape an organization’s enduring success.

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Strategy

Thinking Acting

Influencing

StrategicLeadershipStrategic

Leadership


Strategic Thinking…

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Strategy

The cognitive and social processes required to collect, generate, interpret and evaluate information and ideas

Need to leverage both of these thinking polarities


Strategic Acting…

• Set Clear Priorities• Create Conditions for Others’ Effectiveness• Make Strategy a “Learning Process”• Act Decisively in the Face of Uncertainty• Act with the Short-term and Long-term in Mind• Have the Courage of Your Convictions

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Strategy


Strategic Acting…

“Strategic acting is the kind of decision making that commits resources to build enduring success”

- Beatty and Byington, 2010

Strategic decision making is challenging for most leaders because it involves uncertainty and perceived risk

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Strategy


Leadership

Thinking Acting

Influencing


Establish Priorities (Based on Drivers)

• Set and communicate the 2-3 most critical areas where you and others should be spending your resources (time, money and energy) to be successful.

• Eliminate , if any, mixed signals that you, your organization, or your team might be sending about these priorities.

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Strategy


Strategic Influencing

• The outcome has strategic implications for the organization

• Commitment is critical• It occurs over long periods of time• It typically involves people from across the organization…

even outside the organization• It interacts with Strategic Thinking and Strategic Acting

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Strategy


Strategic Influencing

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Strategy


Leadership

Thinking Acting

Influencing

“Leaders exercise strategic influence when they do so in service of the long-term success of the organization”

– Beatty and Byington, 2010

• Using influence techniques to build DAC• Takes time• Cannot be accomplished in one interaction

The influencing is not done for one’s own personal gain


Strategic Influencing (cont.)

• Influence others by connecting at an emotional level• Learn what is important to others• Connect to the organization’s aspirations• Use the power of language

• Build and sustain momentum• Set appropriate expectations• Search out and celebrate the successes• Send consistent messages

• Be open to influence

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Strategy


Assessing where we are.

Strategy as a Learning Process

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Understanding who we are, and where we want to go.

Learning how to get there.

Making the journey.

Checking our progress.

*Re-assessing where we are.1. In our organization people regularly and realistically assess our organizational strengths and weaknesses. 2. People throughout the

organization share a common vision of its future.

3. People throughout the organization embrace a common set of core values.

4. There is widespread and clear agreement on the two or three most important priorities where we should invest our limited resources.

5. A helpful balance of both bottom-up and top-down direction inform and shape our strategy.

7. Our decisions and behaviors throughout the organization are consistent with our strategy.

9. Our key metrics keep us focused on the two or three top priorities for strategic success.

8. We have metrics related to developing future capability.

6. There is broad agreement in our organization about the culture and leadership behaviors required for us to successful in the future.


Strategy

© 2015 center for creative leadership. all rights reserved. culture eats strategy for breakfast 1...

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