Fcmb march 2011 day 2 revised
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Transcript of Fcmb march 2011 day 2 revised
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Douglas Reid
[email protected]@douglasreid
Fundamentals of Strategy:OperationalLeadership
FCMBMarch, 2011
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Goals for the session
Today…
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Where have we been?
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Customer willingness to pay
Cost of delivering
what the customer buys
Strategy
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Implementation happen primarily by changing the allocation of resourcesconsistent with objectives
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Any non-human assetof an organization thata manager can deploy
Brands, equipment, IP, licenses, machinery, information, etc.
Money
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People Skills
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Time Duration, sequence and project choices to which you apply the money and people that you have
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To become a more effective leader, I will…
Do more of…_______________________________________________________________________________________________
Do less of…_______________________________________________________________________________________________
Start doing…_______________________________________________________________________________________________
Stop doing…_______________________________________________________________________________________________
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Misalignment
Why do disconnects between strategy and operations occur? Where do they occur?
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Misalignments are properties of systems…
…not of individuals.
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Performance: Expectations
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Performance: Why before what
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Delegation: Outcome defined
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Delegation: Importance and urgency communicated
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Delegation: Reasonable deadline set
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Delegation: Decision rights set
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Delegation: Resources
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Accountability: Measures
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Accountability: Reporting process and frequency
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Accountability: Handling exceptions
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Performance Expectations
Delegation Outcome defined
Importance and urgency communicatedReasonable deadline set
Decision rights set
Resources
Accountability Measures
Reporting process / frequency
Handling exceptions
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AssignmentIn your groups, select and describe one important, but hard to fix misalignment between intended strategy and realized outcome at FCMB.
When called upon, deliver a short presentation (time to be decided):
* What is it? Why does it matter? To whom?(Hint: effect on willingness to pay, cost)
* If it were fixed, what would be the effect on FCMB’s performance?
* How to fix it?
(Hint: what changes would you make to: expectations, clear outcomes, importance and urgency communicated, reasonable deadline, decision rights, resources, measures, reporting process/frequency, handing exceptions)
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Do you see any patterns?
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"A leader is best when peoplebarely know he exists…Not sogood when people obey and acclaim him; worst when they
despise him."
Lao Tzu, 630 B.C.
Question: Is this statement still relevant today? Why? Why not?
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What outcomes can leaders create that managers cannot?
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Source: Conger and Benjamin
Leadership: The set of processes that initiates and adapts the organization to significant change
Management: The set of processes that keeps existing systems running smoothly
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Brief history of leadership
Behavioural
Trait
Situational
Transformational
Power
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Leaders influence
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The Six Principles of Persuasion
• Reciprocity• Scarcity• Authority• Consistency• Consensus• Liking
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"I don't know.”
"I was wrong.”
"I'm sorry.”
"Would you help me?”
"What do you think?”
"What would you do?”
"Could you explain this to me? I'm not sure I get it."
Trust
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Use of time
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What signal are you sending?
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Tenacity
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What will you NOT tolerate?
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Let’s summarize
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Tomorrow…
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