team d - margaret thatcher v.1.2 - jamar johnson
TRANSCRIPT
Management Control – Team D
AGENDA
Biography
Analysing Ms Thatcher
Strategic Map
Costs and Sacrifices
Personal Mission
Management Control – Team D
EARLY LIFE
Born 13.10.1925 in Grantham to the family of a local political activist
Receptive to her father’s influence
Studied in a competitive school
Focus – few areas where she could succeed
Relationships with right girls
1943-1947 – Somerville College in Oxford
President of the University’s Conservative Association
Management Control – Team D
PARLIAMENT EXPERIENCE
Elected into the Parliament as a Conservative
member
1959 1961 1965-1969 1970-1974
Post in the Ministry of Pensions
Positions in several shadow
ministries
Secretary of State for
Education
Management Control – Team D
A LEADER
1975 – Elected leader of the Conservative Party
1979 – Becomes Prime Minister of the Great Britain
Remains in office until 1990, presiding over radical political and economic changes
Management Control – Team D
SWOT for Margaret Thatcher
Strong work ethic
Skills identification and focus on strengths – self awareness
Father’s relentless push and family’s support
“You don’t follow the crowd, you make up your own mind”
Ambition and clear goals
Politically and socially skilled
Mix of spirit, fearlessness and intelligence
Willingness to learn
No engagement with stakeholders (Milk policy) – Hard
power profile – direct and confrontational
When to say no?
McGregor Theory X (mistrust of civil servants)
Weaknesses Strengths
Management Control – Team D
SWOT for Margaret Thatcher – II
Increase Soft power to gain stakeholder support for her policies.
The UK’s Soft power
“No sympathy in politics” means her allies can become her adversaries
Family scrutiny
Economic situation of the late 1970’s – policies became disruptive to the economy
Threats Opportunities
Management Control – Team D
How to become a Prime Minister?
Represent a constituency
Campaign relentlessly
Elected MP
Management Control – Team D
Congratulations, Prime Minister
Work hard Get noticed
Become a (shadow) minister
“Strike a king”… and kill him
Members of Parliament
Conservative Party has won by a
Majority!
Management Control – Team D
Costs of Getting Your Mission: Sacrifices
• Work with a single-minded focus.• Understand the importance of time. Leverage time to achieve goals and accomplishments.• Have little concern for popularity, but mastered the art of timing.• Worked to offset weaknesses. Developed those into strengths. • Career > Family• Worked herself to exhaustion and kept going. • Developed a tough skin and was fearless in her final decisions and personal convictions. • Did not allow other’s perceptions of her deter her. In other words, her being a woman failed to hold her back. She worked twice as hard than her peers.
“Don’t follow the crowd, let the crowd follow you.”
Management Control – Team D
Costs of Getting Your Mission: Scrutiny and Risk
The Milk Snatcher and
Smear Campaign
Campaigning Against
Mentor and Hail Mary
Victory
Further Budgetary Cuts and
Media Attacks
Son, Mark Thatcher – left UK in the 80s;
involved in shady affairs
“I’ll see them in Hell first…I will never be driven anywhere against my will.”
“When you strike at a King. You must kill him.”
Management Control – Team D
FROM HERE TO A CEO? – STRATEGY
• Maintain healthy work-life balance• Use the best opportunitiesChallenges of Success
• Make your spouse your ally• Spend time with childrenFamily Troubles
• Be disciplined• Be effective• Be active
Internal Processes
• Broaden your professional expertise• Grow your network
Learning & Development
Management Control – Team D
FROM HERE TO A CEO? – IMPLEMENTATION
Strategic Objective Initiative Target 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15
Challenges of SuccessMaintain healthy work-life balance Have a hobby Never stopUse the best opportunities Get promoted Every time
Family TroublesMake you spouse your ally Value his/her opinion 100% support of your decisionsSpend time with children Join their activities 2 hours per day
Internal ProcessesBe disciplined Meet your deadlines 100%Be effective Work on big projects Praise by superiorsBe active Participate in a CSR initiative Mention in a company communication
Learning and DevelopmentBroaden your professional expertise Customized education program GraduationGrow your network LinkedIn following Follower base growth 10%/year
Balanced Scorecard for Becoming a CEO
Years