Transforming the Academy: Strategic Thinking, Strategic Planning, and Vision

Integration

na XVI. znanstveni kolokvij

Sveučilišta u Rijeci

John PisapiaFlorida Atlantic University

September 23, 2013

Themes for the Day

Target #1: Develop an understanding of the nature of change, strategic planning vs strategic thinking, and its application to the University setting.

Theme 1: The Strategies of Change

Theme 2 Strategic Thinking vs Strategic Planning

Theme 3: Which model suits Universities?

Theme 4: What Research available and what is

needed? The Strategic Leader Network 204/10/2023

StrategyAn Introduction

What we agree on Change is inevitable, but success is no

The object of planning is change

The idea of strategic planning is good

It doesn’t work - It does has been estimated that between 70-90% of all change efforts fail (Axelrod, Axelrod, Jacobs, Beedon, 2006; Covey, 2004; Kaplan & Norton, 2004; Sirkin, Keenan, Jackson, Kotter, Beer, Nohria, & Duck, 2005).

Pisapia (2012) 4

What we don’t agree on

MyStrategyLab

Strategy is a long term direction –

snježana jurišić · of the Croatian Economic Association says, ‘Strategy is the way we decided to achieve our goal

“The essence of “…strategy is Choosing what not to do. ” 

A pattern in a stream of decisions

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Pisapia’s PerspectiveMost agree Strategy a process that results in a dominant logic that

guides leader and organization actions for a period of time

Strategy

A plan of action designed to achieve a major or overall aim.

Strategic Planning and Strategic Thinking

Methods in which we identify the destination and ways to get there

The Power of the Curve

Strategic Change

How would you explain these facts?• 1

• On June 28, 2007, Nokia was the top selling mobile-phone company in the world, people stopped working when they left their computers, Android phones didn't exist, and executives of all echelons were thumbing on their BlackBerrys.

• The next day, Apple's first iPhone went on sale. • On April 19, 2012, Nokia reported 1.7 billion dollar loss in the

first quarter.

• On July 1, 2012 - BlackBerry maker Research in Motion announced it was laying off 5,000 people -- and reported a first-quarter loss of $518 million. Sales were down 40% from the previous year.

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A T h e o r y o f S t r a t e g i c C h a n g e !

The Power of the Curve

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Expl

oita

tion

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Pred

iction

- An

alytic

The History of the Cell Phone

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A T h e o r y o f S t r a t e g i c C h a n g e !

The Power of the Curve

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Expl

oita

tion

Expl

orati

on

Disruptive Innovation

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Pred

iction

- An

alytic

Synthesis & Analytic

Uncertainty

What Science underpins your Worldviews?

Old Science - New Science• Organizations tend to be:

– Built on predictability and Rationality.– Rigid and conforming– In a steady state. – Have problems which are amenable to

solution.– Independent of environment

• Change must be managed not led.

– Leaders need to predict, direct, manage and control change in their organizations.

– Develop and follow detailed maps.

– Focus on clarity of purpose, command structures, and control processes.

– Command and control structures are used to create predictability of results.

• Organizations tend to be:

– Built on unpredictability and complexity.– In disarray and disorder. – In a state of becoming– Have some problems which not amenable to

solution in current form,– Interdependent with environment

• Change must be led, not managed.

– Leaders need to discover the route and the destination through a journey.

– Focus on becoming more adaptable in order to survive.

– Maintain a constancy of purpose. – Begin with a small working system,

have multiple goals, strive to make good enough choices, and grow by chunking.

– Turn whatever happens to your advantage.

Pisapia, J. (2009). The Strategic Leader. Charlotte: NC: IAP 12

04/10/2023 The Strategic Leader Network 13

The Lessons of the Curve

The Lessons of the Curve

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The Philosophy Lesson

The Leadership Lesson Command and Control Command and CoordinationCoordination and Collaboration.

New Times Require

New Science Tactics

The Change Lesson

The Thinking Lesson Analytical --AND--SyntheticCritical ---AND ----Creative

Strategic Thinking vs. Strategic Planning

Core Differences

Whose View of Strategy Is theMost Relevant Today?

Michael Porter• The Future can be predicted

through analysis of 5 Forces and Data

• Plans will succeed• Boundaries are fixed• Focus on competition to create

value• Pre identified strategies can be

systematically programmed.• Competitive advantage is

sustainable• Created by detached group of

experts

Henry Mintzberg• The Future Emerges as intentions

meet changing reality• Pre identified Plans fail• Boundaries are fluid• Focus on innovation and new

futures• Strategy emerges as intentions

collide with and accommodate a changing reality.

• Competitive advantage transient • Emphasis on learning and the

political dimension

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Strategic Thinking Strategic PlanningVision of the Future

Only the shape of the future can be predicted. Direction is more important than detailed Plan

The future is predictable and can be specifiable in detail

Strategy Making

• Premium is on synthetic and integration of ideas

• Strategy and change are inescapably linked.

• Focused on finding new strategic options and executing them successfully

• Analysis is the hallmark of planning

• Need for logic and rational Thinking

• Strategy and change are separated

• Focused on Threats

Process and Outcome

The planning process itself as a critical value-adding element.

Focus is on the creation of the plan as the ultimate objective

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Strategic Thinking Strategic PlanningStrategic Formulation and Execution

Formulation and Execution are interactive rather than sequential and discrete.

Formulation and Execution can be neatly divided.

Managerial Role in Strategy Making

Lower-level managers have a voice in strategy-making, as well as greater latitude to respond opportunistically to developing conditions.

Senior executives obtain the needed information from lower-level managers, and then use it to create a plan which is, in turn, disseminated to managers for Execution.

Managerial Role in Execution

All managers understand the larger system, the connection between their roles and the functioning of that system, as well as the interdependence between parts of the system

Lower-level managers need only know his or her own role well and can be expected to defend only his or her own turf

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Strategic Thinking Strategic Planning

Control Relies on self-reference – a sense of strategic intent embedded in the minds of all managers that guides their choices on a daily basis in a process that is often difficult to measure and monitor from above.

Asserts control through measurement systems, assuming that can be measured and monitored accurately and quickly.

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Key Elements Strategic Thinking Strategic Planning

Change Model Social, Cognitive, Political and cultural

Control

Information Needed Data and Narrative driven Data Driven

Value Proposition Strong –uses values to control and coordinate activity

Not strong – Uses measurement to control and coordinate activity

Strategic Listening Strong – people on cutting edge of industry -

Moderate – listens to data and reports not to new ideas

Strategic Conversations Strong – develops understanding of larger system and how they connect to it

Not used – Needed information is obtained, plan is crafted and disseminated for implementation

Minimum Specifications Minimum specifications Maximum specification

Strategic Fitness Fit to external and internal environment – process adds value

Fit to to external environment – plan is ultimate objective

Chunking Change Small initiatives building on each other

Large stand alone initiatives20

Strategic Thinking

Research Streams1. Thinking Skills of Leaders –Argyris and Schön,1978;

Baron ,1994; Bolman and Deal ,1994; Cohen, et al. ,2000; Daghir & Zaydi, 2005; Dewey , 1933 Halpren,1996; Morgan,2006; Pisapia, Reyes-Guerra & Coukos-Semmel,2005; Schön, 1983; Senge ,1990).

2. Strategic Thinking as a way of thinking about strategic issues.- (Ginsberg, 1994; Goia & Chittipeddi, 1991;

Hansen, 1991; Hax & Majluf, 1991; Porter, 1980; Mintzberg ,1994; Raimond, 1996; Tregoe & Zimmerman, 1980 )

3. Strategic thinking as a way of overcoming the limitations of planning models (Bonn, 2001, 2005;

Graetz, 2002; Heracleous, 1998; Laurence ,1999; Liedtka ,1998; O'Shannassy, 2003; Mintzberg, 1994). Pisapia (2012) 22

Strategic Thinking

Is a process we use to define the destination and the way to get there

The Philosophy Principle #1

• SLers know that that their ability to create and execute is dependent on people embracing solutions and acting upon them; not technical tools.

• Takeaway - The quality of my leadership is found not in my actions, but in those of my followers.04/10/2023 Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 24

The WE-THEY Line

Decide How Deep you want to go?(c)Pisapia08 25

Philosophy - Principle #2 SLers create a shared reality, and then a shared direction to get more people above the WE-THEY LINE where vision and aspirations live.

The Philosophy Principle #3

The goal of the Strategic Protocol is to establish conversations, focused on differing viewpoints and data, that generate a coherent statement of strategic intent to lead the organization to the future.

The outcome is a shared reality that is neither too rigid nor too chaotic; doesn’t over-control the organization or allow it to fall apart.

Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP04/10/2023 26

How much do I

share?

CREATE SHARED REALITY AND DIRECTION

CREATE SHARED REALITY AND DIRECTION

P r i n c i p l e # 4

S L e r s S l e r s A c t a s G a r d e n e r s Senge (1999)

“Treating organizations like machines keeps them from changing, or makes changing them more difficult. We keep bringing in mechanics – when what we need are gardeners.” “We Keep trying to drive change when what we need to do is cultivate it.”

04/10/2023 Pisapia, J. (2009) The Strategic Leader. 28

A Summary

Strategic ThinkingIs intent focused. It is centered on ends, strategies, and tactics.

is a synthesizing process that employs creativity and intuition that results in an integrated view of what the organization stands for and hopes to become.

Requires open minds and people who are comfortable working with ambiguity.

Results in a statement of intent that describes your mission, your values and your aspiration for your company, team, organization, life, family or career. It identifies the strategies and tactics which guide the organization in putting its Intent into practice.

04/10/2023 28The Strategic Leader Network (SLN)

04/10/2023 29The Strategic Leader Network (SLN)

You need a method!

How do you do iT?t?

Picture This

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The Strategic Thinking Protocol

Goal #3 Learn: Synthesize - Filter out the NoiseThe Strategic Thinking Method Learn: Filter out the Noise –Synthesize - Create Statement -

Use the Input ToolsSituational AnalysisLook Outside – Strategic ListeningLook Inside – Determine Readiness

The Navigating

Team

A shared statement of intent forms a psychological contract with members and guides the leader’s and organization member actions.

Use the Decision ToolsStrategic Conversations

Strategy CanvasiSWOT Analysis

Action Framework

Synthesizers inputs Statement of Intent

Pisapia (2012)

Picture This

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The SL Method

Find the FutureStrategic Thinking Create a Clear, Concrete Target

Anticipate Articulate

LOOK

LISTEN

LEARN

SET DIRECTION

STATEMENT OF INTENT

LEAD

Make it HappenStrategic DoingBond, Bridge, Barter

Align

Connect with

people

Build a big tent

and fill it

Create the Conditions

for High Performance

Teach Org’s Point of

View

Make Learning a

Priority

Empower

Pisapia, J. (2009). The Strategic Leader. Charlotte, NC: IAP 33

Assure

Establish Discipline

Identify Specific

Initiatives

Align Structures

& Processes

Track Results

Hire for Cultural & Ability fit

Tie Rewards

to Results & Growth

Keep Making it HappenStrategic ExecutionInstitution/Performance Building

jpisapia@fau.edu 34

Strategic IntentEffective Ineffective

Execution

Excellent

Poor

Long Term Success

Maybe successful For a while

Long Term SuccessUnlikely

Failure

T h e E x p e c t e d O u t c o m e o f u s i n g t h e S t r a t e g i c T h i n k i n g M e t h o d

Transformation

Isolated Change

Sporadic Change

Which Model best serves Universities?

The University’s Problem

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Universities have distinctive organizational features which prevent them from moving from inward looking silo’s to outward looking collaborative Colleges and Departments (Birnbaum (1991); Kezar (2001)

• Inward looking silo’s • Values Image rather than bottom line performance

measures• Multiple Goals• Fluid Power and authority structures

In this setting change is inevitable but success is not. Clearly the challenge concerns organizational change that alters attitudes, values, beliefs, and behaviors of the institution, and its employees.

Which model – is best suited for Higher Education

Pisapia (2012) 37

Is your University

• Still Relevant?

• Relatively independent from environmental influences?

• Resource deprived?

Does your University

• Have Fluid Power and Authority Structures?

• Value image as opposed to bottom line performance measures?

• Have diffuse goals which are hard to measure?

• Stress standardization rather than customization?

In your University - Can hard choices be made ----that will stick?

What does the research say?

4 Case Studies – cross case analysis of using traditional planning model and strategic thinking

models in Universities

The So WhatThe Outcomes of Strategic Thinking in Universities

Integration into Attitudes

• Plan integration was achieved into the attitudes and beliefs of most, but not all, participants.

• Participants understood the larger system of the college, university, external environment and how they connect to that system.

• Strategic thinking through application of the ST Protocol added value beyond plan development

Integration into Work Activities

• Plan integration into the work activities of faculty and staff is an ongoing process .

• Faculty members voluntarily joined action teams charged with addressing the priorities established.

• Integrated core values into course syllabi and qualifying exams,

• Produced action plans to guide implementation of their priorities for research, and alliances / partnerships.

Pisapia (2012) 39

Conclusion #1Strategic thinking

• Put Dominant voices into context by using generative tools Transparency - Strategic Listening – Strategic Conversations

• Enabled Organizational Learning - through Convergence, emergence, and co-creation.

Simon’s (1991:125) notion that “all learning takes place inside individual human heads; an organization learns in only two ways: (a) by the learning of its members, or (b) by ingesting new members who have knowledge the organization didn't previously have” was supported

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Conclusion #2• Strategic thinking can be effective change model in

organizations where members are proactive not passive and leaders set direction using minimum rather than maximum standards, and develop a community of leaders.

• In organizations where members are more passive than proactive a more forceful style and accommodating approach may be more beneficial.

41Pisapia (2012)

Conclusion # 3

At the center of success was three variables identified by

Pisapia (2009) that worked against or for change – culture -

communication – commitment.

When leaders worked in coordination and collaboration

roles culture, communications, and commitment worked for

change.

It was less evident when leaders worked in a command and

control fashion

The leaders emphasis should move from working with things to working with people (culture – communications – commitment) and engaging academic staff in the work

Pisapia (2012) 42

Conclusion # 4The audience for the use of a strategic thinking

process are the professors who make their programs, research and students the foci of their work. The Strategic Thinking process turned into owners of the reforms

The outcome of the traditional strategic planning process was irrelevant to the daily work of agnostics’ who protected their time and often justified their work (research, teaching, and service) in terms of academic freedom and social responsibility (Klein, Dansereau, & Hall, 1994).

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“We’ll create world leading, multi-disciplinary research institutes that meet our funders’ strategic needs.” .

The narrative used, and the way leaders framed their messages was important and can lead to coalescence or devolution. For example,

The attempt to clarify that the target audience was to be funder turned off many faculty. They clearly said that trying to motivate them toward interdisciplinary research because funders will fund it is the wrong message for them, even if it was the right message for the university.

Conclusion # 5

With this gallant statement of intent the university moved boldly to put it in place and ran into dissent

THE STORY OF THE WALL . .

• ... if you look at the wall, when you walk into the department . . . you see the end products of the strategic plan with signatures like the declaration of independence. You actually see people walk by it, the signers as well as the staff and students in the department. The smile on their faces across the board point to the success of that aspect of the process that is it created a document. It created a living document. It created a tangible living document. That’s a success (D5).

Pisapia (2012) 45

Your Turn…

• What is it?• Why is it important

to you?• How will it affect

your organizational?

Want More?jpisapia@fau.edu

• Pisapia, J. (2009). The strategic Leader: New tactics for a globalizing world. Charlotte: NC.

Information Age Publishing • Join one of SLN's Global Learning

Communities!

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