Strategy, Leadership And Change

By Terry Meyer

Date: 11 June 2013

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Strategy

Leadership Change

Strategy

Leadership Change

Chapter 1: Solving Problems in a Complex World

In reality the world is complex, connected and volatile, and understanding patterns rather than

events is a necessary Executive capability

Simple

Complicated Complex

Chaos

Types of Problem Adapted from D Snowden

Chapter 1: Solving Problems in a Complex World

• Interconnectedness

• Optimisation

• Emergence

• Multiple causality

• Unintended consequences

• Self organisation

People Aims & purpose

Processes

Technology

External Environment

Culture

Leadership

Organisational System

Architecture:

Governance

Structures

Adapted from E Dostel

Strategy is largely about determining the identity and scope of an organisation, and what needs to be done to win the game it

chooses to play

Chapter 2: Formulating Strategy: Assumptions

• Corporate vs operations strategy

• Open systems

• External positioning vs internal resourcing

• Time horizon

• Long term vs short term

• Strategy as rolling conversation

Chapter 2: Formulating Strategy: Process

• Understand context – managing the future

• Positioning – products, services, markets, geography, supply chain

• Building identity

• Strategic focus areas

Chapter 3: Implementing Strategy: Reasons why strategies fail

• Lack of participation • Incorrect people • Organisational capability • Communication • Leadership energy • Change strategy • Not connecting strategy & operations • Lack of monitoring • Focus on short term

Chapter 4: Organisational Design

• Value chain

• Corporate vs business unit

• In source vs outsource

• Centralise vs decentralise

• Support services

• Levels of work

• Optimising present vs creating future

• Organisational roles

Chapter 5: Art of Strategy

Leaders’ world view or mental models create

the filters through which they determine whether or not issues

in the environment are relevant

Strategy requires the ability to look forward and backward

simultaneously

A common obstacle to strategy is the often profound effect of “the elephant in the room” or “ghost

voices”

Chapter 6: transformational Leadership

Transformational leadership is about making a difference

The importance of the leaders cause

Branding – good packaging without

anything useful inside does not create a

sustainable brand. It is also true that many

people who have much to contribute are not

impactful because no-one pays them any attention

Community

Church

Family

Profession

Industry

Customers

Suppliers

Colleagues

Boss

Subordinates

Leader

Portfolio Leadership

Chapter 7: Building Tomorrow’s Leaders

Identify future challenges

Identify future leaders

Create the leadership

pipeline

Provide formal

development

Provide informal

development

Governance

Chapter 8: Creating Leadership DNA

There is a difference between focusing only on leaders and building

organisational leadership

Chapter 9: Change Concepts

• Difference between change & transformation

• Greater the need for change, greater the need for stability

• Change needs to start with a burning platform

• Cycle and phases of change

• Most people resist change when it is forced upon them

Implementing A Change Strategy

Answer Key Questions

Stakeholder Engagement

Assess Organisational

Readiness

Clarify Roles & Governance

Establish Support

Design Strategies

Chapter 10:

Chapter11: Reconfiguring Organisations:

• Prepare

• Review key processes

• Determine roles & structures

• Design job profiles

• Assess & appoint staff

• Build capacity

• Manage performance

• Manage change

Chapter 12: Building a Change Ready Organisation

Connect with the outside

There is no greater threat to the sustainability of an organisation

than success

Hotspots cannot be decreed. They are

emergent & Executives need to create the

conditions for them to emerge

Conversations are the way in which organisations

create meaning & construct their reality

Mental models act as filters to leaders in

selecting what is or is not important

Thank you ...