Bob de Wit

Wat doe ik zoal

“The authors carefully guide the readers through the many, often conflicting, perspectives in the field of strategy, in order to help them become critical and creative strategic thinkers”.

Bob de Wit

Bob de Wit

Professor of Strategic Leadership, Nyenrode Business Universiteit and Maastricht School of ManagementDirector, DWM Strategy Group, Rotterdam, the Netherlands

Member Review Board, Strategic Management Society

Member Advisory Board, Journal of Change Management

Author of 12 books and many articles and book chapters

Working experience in 35 countries at all continents

Specific interest in non-Western countries

Married, one daughter

Bob de Wit

Leiderschap in de Republiek

Bob de Wit

Vereniging Vrienden van De WittZaterdag 27 November 2010

Bob de Wit

Strategisch Leiderschap

Bob de Wit

Mission, vision and strategy

Bob de Wit

Strategy & Leadership

Bob de Wit

Strategie VormingOntwerpen (planning) of Ontvouwen (emergence)

Emergence

Acting first, then thinking to let strategy emerge

Planning

Thinking before acting to intentionally design strategy

Bob de Wit

Ontwerpen en Ontvouwen‘Great leadership’ van Johan and Cornelis

Netherlands

Germany

Great leaders:

‘Great’ leaders have the ability and capabilities to bridge differences of opinion, preference and interests at a higher level’ (Collins & Porras)

21ST Century leaders

‘This goes beyond professional competence. It relates to personal development objectives and ambitions’(Trompenaars & Hampden-Turner)

Strategic Leaders:

‘Strategic leaders have the ability and capabilities to apply ‘great’ leadership principles on strategic issues and tensions’ (De Wit & Meyer)

Emergence

Planning

Bob de Wit

Strategy formation stylesAdvantages and disadvantages

Deliberate choicesFact-based discussionsClarity for peopleConsistent process steps

FlexibilityLearning from actingResponsivenessKnowing is doing

RigidityNumbers as objectivesProcedures, no processBureaucratic ‘rain dance’

Muddling throughContinuous improvisingLack of clarity for peopleDrifting from intended vision

Advantages

Disadvantages

Planning process Incremental process

Bob de Wit

Centraal and Decentraal Leidershap

DecentralAutonomy

Remain attuned to specific regional demands,

responding to unique local characteristics

Central Control

Centralize resources, integrate activities and align

procedures across all regions

Bob de Wit

Centralisatie en Decentralisatievan de Republiek

Netherlands

FranceFrankrijk:

Primair centraal, relatief veel machtvoor centraal gezag in ‘Parijs’

Nederland

Primair decentraal, relatief veel machtvoor provincies

Decentralize

Centralize

Bob de Wit

Leaders and Strategy TensionsTen key strategy paradoxes

V

Source: De Wit & Meyer, 2010

Bob de Wit

Strategic Goals

Core Interests

Core Values

Personal Malleability

Personal Competence

Interpersonal Influence

Interpersonal Control

Org. Decision-making

Organizational Composition

Strategy Continuity

Ambition Realism

Self-actualization Service

Wealth Health

Authenticity Adaptation

Thought Action

Challenge Appreciation

Tasks Conditions

Direction Participation

Unity Diversity

Exploitation Exploration

Purpose

Section Chapter Topic Leadership Tension

Personal

Interpersonal

Organizational

Strategic

Strategists and Leadership Tensions

Bob de Wit

The End

Bob de Wit

Models for International Organizations

Barlett and Ghoshal, 1995

Bob de Wit

Characteristics of Organizational Models

Organized along geographic linesSubsidiaries are self-sufficient (autonomous)Level of standardization is lowMultinational

Decentralized Federation

Organized along geographic linesClose HQ-subsidiary relationshipCore competences are developed centrallyInternational

Coordinated Federation

National units relatively unimportantLevel of standardization/ centralization is highCoordination is directed by HQGlobal

Centralized Hub

Close HQ-subsidiary relationshipsClose subsidiary-subsidiary relationshipsLow level of centralizationTransnational

Integrated Network