1.Siena Heights - Wallace

2. The two essentials ofpower are motive andresource. The two areinterrelated. Lackingmotive [aspirations orgoals], resourcediminishes; lackingresources, motivesidle. Lacking eitherone, power collapses.o James MacGregorBurns, Leadership,1978, p. 12. Bryson, 2011 3. o Scarce, valuable, andimperfectly imitableresources are the onlyfactors capable ofcreating sustainedperformancedifferences amongcompeting firms, andthese resourcesshould figureprominently instrategy making(Kraatz and Zajac,2001, p. 623). Bryson, 2011 4. o Critical success o Core competencyfactors (CSFs)o Core distinctiveo Resourcescompetencyo Competencies o Thresholdusually ariseCompetenciesthrough learning byo Livelihood scheme thedoingway in which distinctiveo Distinctivecompetencies are linkedcompetencies may to and support achievingarise through linked the aspirations of acompetencies public organizationBryson, 2011 5. Creating Public Value, Fulfilling Mission and/or Meeting MandatesProducingStakeholder ValueProducing the Identity orCharacter of the OrganizationDistinctive System of Goals/AspirationsCore Distinctive CompetenciesDistinctive CompetenciesSummarizing the Livelihood SchemeBryson, 2011 6. o Organizationalculture is the gluethat holds inputs,processes andoutputs together,affecting howstrategic issues areframed and placedon the agenda andaddressed. Bryson, 2011 7. 1. Addressing the need for change.2. Creating a process to develop Mission, Vision, Values into practice.3. Producing programs, products and services.4. Controlling strategy delivery in the present.5. Developing future capabilities.6. Maintaining & building stakeholder relations. Bryson, 2011 8. 1. Overarching strategy2. Subunit strategies (divisions, departments, units)3. Program, service or business process strategies4. Functional strategies (financial, IT, etc). Bryson, 2011 9. Goal TacticalBreakthroughfocus vital to Keyrealizing theorganizations Strategyvision What it takes to achieve the goal InitiativeA strategy toaccomplish the Tacticgoal embodied in A strategy tothe previous-level accomplish the goalkey strategy embodied in the previous-levelAction initiativeA strategy to Strategic accomplish the goal embodied in the previous-level tactic Bryson, 2011 10. Ruthless PrioritizationFocus onBreakthroughGoal Quantified TargetChoose LimitedNumber of KeyStrategiesBryson, 2011 11. o They strongly influence: o How people interpret their interests o How people assess costs and benefits of proposed strategies o The nature of winning and losing argumentso Much of the front end of astrategic planning process isdesigned to keep people fromjumping to conclusions aboutwhat the issues are.Bryson, 2011 12. o Via normaldiscourseo Direct approacho Goals approacho Vision of successapproacho Indirect approacho Oval mappingo Tensions approacho Systems analysiso Alignment approachBryson, 2011 13. o Tensions arise out of:o Preservation or traditiono Innovation and changeo Human resources, andespecially equity concernso Productivity improvemento Any issues should betested against thedifferent tensionsseparately and incombination in order tofind the best way toframe the issue Bryson, 2011 14. o Clarify related strengths anddistinctive competencieso Articulate related weaknesseso Be clear about opportunitieso Understand the challenges orthreats involvedo Explore the links to missionand mandateso Understand the consequencesof not addressing the issuesBryson, 2011 15. o Build on strengths --and especiallydistinctivecompetencieso Take advantage ofopportunitieso Minimize orovercome weaknessesand challenges orthreatso Further the missiono Meet the mandateso Create public valueBryson, 2011 16. Bryson, 2011 17. AgreedMission AgreedGoals andNot-goalsStrategiesCompetenciesand DistinctiveCompetencies Actions Bryson, 2011 18. o Purposes come in hierarchieso One of the most importantmanagement processes of all is to:o Start with a purposeo Engage in a purpose expansiono Choose the purpose that fits yournew sense of purposeo Let that purpose be your guideo Always keep asking yourself,What is our real purpose here?o Change your purpose when thatis the wise thing to doBryson, 2011 19. o Developmentalo Non-DevelopmentalIssues:Issues:o Involve tensions thato Have less ambiguitypull the organization in o Do not require majordifferent directions repositioning in termso Require substantialof the core business,repositioning in terms basic strategies, and/orof the core business,key practicesbasic strategies, and/or o Can be addressedkey practicesbased on decisiono Require a vision thatpremises that may bemust be created that inferred from much ofshows what is wanted current practiceBryson, 2011 20. o Failures occur because of: oPremature commitments oPoor investments oFailure-prone practiceso Successes occur when: oThe claims of key stakeholdersare reconciled oClear directions are set oMany options are consideredand evaluated oImplementation is plannedbased on careful considerationof social and political forcesand participation of key actorsSource: Paul Nutt, Why Decisions Fail, Berrett-Koehler, 2002.Bryson, 2011 21. DevelopmentalFor the System:Government Where there is moreInter-org. networks need for knowledge VisionGoverning boards exploration and loose coupling Senior staffCitizensFor anorganization:Governing boardsSenior staffGoalsThe ConsultationgroupsIssues Non-Strategic planningStrategies Developmental team Where there is more need is for knowledgeOperations teamOperations exploitation and tight coupling Bryson, 2011 22. Changing the architecture: New Development in New conceptsAddAreas of Vision and Radical new technologies Goals Changes in basicstakeholdersImprovements within theexisting architecture: Refinement of ExistingStrategic refinement Process managementKeepWork Process improvement The Stop Agenda: Celebrating success andDrop exiting with grace De-Development Humane and thoughtfulretraining, reassignment, oroutplacement Bryson, 2011 23. o Well-led and managedorganizations are good atdealing with bothdevelopmental and non-developmental issuesoGood leadership at all levelsis key, with appropriateattention given to:o Vision and goalso Strategy formulationo Strategic programmingo Process management andprocess improvement Bryson, 2011 24. o Strategic issue identification is the heart ofthe strategic planning processo Remember: Issues (and ideas) basicallydrive politicso How you identify strategic issues is not asimportant as how well you have identifiedthem and figured out who the right peopleare to address themo Really pay attention to articulating what theexisting (implicit or explicit) livelihoodscheme is as a prelude to perhaps developinga new one Bryson, 2011 25. Nothing stops anorganization fasterthan people whobelieve that the wayyou worked yesterdayis the best way to worktomorrow. Jon MadonnaFormer CEO KMPG CEO of Digital ThinkBryson, 2011 26. John M. Bryson, Strategic Planning for Public and Nonprofit Organizations, 3rd Edition (San Francisco: Jossey-Bass, 2004)John M. Bryson, What To Do When Stakeholders Matter, Public Management Review, 6(1), 2004, pp. 21-53.John M. Bryson, Fran Ackermann, and Colin Eden, Putting the Resource- Based View of Strategy and Distinctive Competencies to Work in Public Organizations, Public Administration Review, 2007, 67, 701- 717.John M. Bryson and Farnum K. Alston, Creating and Implementing Your Strategic Plan, 2nd Edition (San Francisco: Jossey-Bass, 2004)Barbara C. Crosby and John M. Bryson, Leadership for the Common Good, 2nd Edition (San Francisco: Jossey-Bass, 2005)Colin Eden and Fran Ackermann, Making Strategy (Thousand Oaks, CA: Sage, 1998)Gerald Nadler and Shozo Hibino, Breakthrough Thinking, 1998.Bryson, 2011