Nepal Administrative Staff College LEADING STRATEGICALLY STRATEGIC THINKING

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Nepal Administrative Staff College LEADING STRATEGICALLY: STRATEGIC THINKING Facilitator Basanta Raj Sigdel Day 5

Nepal Administrative Staff College LEADING STRATEGICALLY: STRATEGIC THINKING Facilitator Basanta Raj Sigdel Day 5 -I Advanced Course on Management and Development

Forethought 2 The best way to predict the future is to create it” -

Forethought 2 The best way to predict the future is to create it” - Peter Drucker

Leader for You

Leader for You

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4

Why your Leader is your Leader ?

Why your Leader is your Leader ?

5 Ps of Strategy - H. Mintzberg 6 Plan Perspecti ve Strateg Ploy y

5 Ps of Strategy - H. Mintzberg 6 Plan Perspecti ve Strateg Ploy y Positio n Pattern

Strategy as a… 7 POSITION o Means of locating an organization in an environment

Strategy as a… 7 POSITION o Means of locating an organization in an environment PERSPECTIVE o An engrained way of perceiving the world

Strategy as a… 8 PLAN o Consciously intended course of action, a set of

Strategy as a… 8 PLAN o Consciously intended course of action, a set of guidelines to deal with the situation PLOY o Specific maneuver intended to outwit an opponent or competitor PATTERN o In a stream of actions…consistency in

Strategy to answer… 9 1. 2. 3. 4. Where is the organization now? Where

Strategy to answer… 9 1. 2. 3. 4. Where is the organization now? Where does the organization want to be in one, two, or five years? How can we get there? What are the risks and payoffs involved?

Strategic Thinking 10

Strategic Thinking 10

Strategic Thinking 11

Strategic Thinking 11

12 Self Assessment: Strategic Thinking

12 Self Assessment: Strategic Thinking

Part II: Scoring Use the following table to interpret your score. 13 104– 125

Part II: Scoring Use the following table to interpret your score. 13 104– 125 Exceptional: You’re a talented strategic thinker who possesses many of the traits, behaviors, attitudes, and cognitive capacities that are necessary for thinking strategically. 78– 103 Superior: You’re a highly effective strategic thinker in many areas but would benefit from refining some of your skills. 51– 77 Adequate: You know and practice many of the basics of strategic thinking. However, you can increase your success by further extending your skills. 25– 50 Deficient: You’ll need to work broadly on your strategic thinking skills so that you can learn how to analyze opportunities and problems from a broad perspective and understand an action's potential impact on others.

14 Strategic Thinking

14 Strategic Thinking

Strategic Management 15 Strategic management: Art and science of formulating, implementing, and evaluating cross-functional

Strategic Management 15 Strategic management: Art and science of formulating, implementing, and evaluating cross-functional decisions that enable an organization to achieve its objectives. Set of decisions and actions that result to the formulation and implementation of plans designed to achieve an objectives; Study of why and how some firms outperform others.

Strategic management in public sector 16 Public Service Value Chain Exercise

Strategic management in public sector 16 Public Service Value Chain Exercise

 External Factors Identify and evaluate alternatives Strategy Formulation Determine relevance of internal and

External Factors Identify and evaluate alternatives Strategy Formulation Determine relevance of internal and external factors Implementation and Control Internal Factors

Internal Factors: Some Drivers Clear Objective, Resourcefulness, Strategic Thinking, Career Development, Work Place Quality,

Internal Factors: Some Drivers Clear Objective, Resourcefulness, Strategic Thinking, Career Development, Work Place Quality, Work Load, Shared values and culture Policies, Regulation, Procedures, Structure, Resources, Timeliness, Output, Service Design Service Quality, Integrity, Accountability, Competent Leadership and Management

External Factors: Some Drivers Awareness, Need, Expectations, Knowledge, Social Values, Politics Legal, Technological, Political,

External Factors: Some Drivers Awareness, Need, Expectations, Knowledge, Social Values, Politics Legal, Technological, Political, Environmental, Economical Fairness, Right Service, Availability, Accessibility

20 Strategic Planning Process

20 Strategic Planning Process

Strategic Planning is … 21 … an organization's process of defining its strategy, or

Strategic Planning is … 21 … an organization's process of defining its strategy, or direction, and making decisions on allocating its resources to pursue strategy. It is defined as the process of addressing the following questions: o o o Where are we? - SWOT (Internal and External Analysis considering Value Chain) Where do we want to be? – VMO How do we get there? – Strategy Formulation (RBV)

Strategic Planning Process 22 Getting ready (agreement) 2. Environmental analysis (SWOT analysis) in context

Strategic Planning Process 22 Getting ready (agreement) 2. Environmental analysis (SWOT analysis) in context of Public Sector Value Chain 3. Strategy Formulation (Identification of Strategic Issues and Factors, Vision/Mission, Objectives, Roles, Strategies) 4. Strategy Implementation (Strategic Actions/Action plan- Tasks/Activities, By whom, By when, Critical Success Factors etc. ) 5. Evaluation and Control 1.

Strategic Planning

Strategic Planning

24 SWOT Profile- an example Internal 1. 2. 3. 4. 5. Mandate / Vision

24 SWOT Profile- an example Internal 1. 2. 3. 4. 5. Mandate / Vision / Mission Structure Systems / Processes Resources Performance / outputs External 1. Political 2. Economic Strengths All staff are trained in computeroffice applications Weaknesses Opportunitie s Health sector as one of the Client feedback is not considered while planning Threats Decreased rate of commitment in

Nepal Administrative Staff College LEADING STRATEGICALLY: OD NEEDS ASSESSMENT AND INTERVENTIONS Facilitator Basanta Raj

Nepal Administrative Staff College LEADING STRATEGICALLY: OD NEEDS ASSESSMENT AND INTERVENTIONS Facilitator Basanta Raj Sigdel Day 5 - Advanced Course on Management and Development

We are busy ! 26

We are busy ! 26

Organization Development 27 Process of increasing organizational effectiveness and facilitating personal and organizational change

Organization Development 27 Process of increasing organizational effectiveness and facilitating personal and organizational change through the use of interventions driven by social and behavioral science knowledge. A process of fundamental change in organizational culture Process of bringing to the surface those implicit behavioral patterns that are helping and hindering development.

OD Needs Assessment 28 A systematic exploration of the way things are and the

OD Needs Assessment 28 A systematic exploration of the way things are and the way they should be. These "things" are usually associated with organizational and/or individual performance.

SWOT Profile 29 Strengths Weakness opportunitie s Challenges

SWOT Profile 29 Strengths Weakness opportunitie s Challenges

It’s not what you know, but how you know it Needs (gaps) are identified

It’s not what you know, but how you know it Needs (gaps) are identified in 4 ways: o Types of Need Normative Relative Expressed Perceived

Intervention To intervene is to enter into an ongoing system of relationships to come

Intervention To intervene is to enter into an ongoing system of relationships to come between or among persons, groups, or objects for the purpose of helping them. Argyris, C. (1970) Intervention theory and method. Reading, MA: Addison-

Dimensions of Intervention People Structure Technolo gy

Dimensions of Intervention People Structure Technolo gy

OD interventions The planned activities clients and consultants participate in during the course of

OD interventions The planned activities clients and consultants participate in during the course of an OD programme for changing the status quo. An action or set of actions designed to introduce changes in organization for improving its efficiency and effectiveness. A set of planned change activities intended to improve organization's effectiveness, including quality of work life

OD Canvas 34 Work in your group Discuss appropriate intervention techniques (reference listed) for

OD Canvas 34 Work in your group Discuss appropriate intervention techniques (reference listed) for your identified need Ask yourself why this technique is appropriate Peer Review your group work

OD Framework OD Interventions Individual Intervention • • Output Outcome Selection T&D Counseling Promotion

OD Framework OD Interventions Individual Intervention • • Output Outcome Selection T&D Counseling Promotion Structural Intervention • Org. design • Job design • Down/Right sizing Human Output • Individual commitment & Involvement Perceived Org. Performance • Improvement in cereal production Process Intervention • Goal setting • Team building • Decision making Beer, 1980

Integrated approach

Integrated approach

Intervention mode Level of Organization o o o Target Group o o o Top

Intervention mode Level of Organization o o o Target Group o o o Top (Policy) Level Middle Level Operational Level Individual Team Organizational Elements o o Human Technical Structural Process

Individual level intervention Life and Career Planning activities Education and Training Mentoring, Coaching and

Individual level intervention Life and Career Planning activities Education and Training Mentoring, Coaching and Counseling T-group (Sensitivity training) Job redesign Behavior modeling Reflection Individual goal setting / 360 degree feedback Performance appraisal Leadership development Values Clarification and Value Integration Conflict Management Action Learning Self-Awareness Tools

Team level interventions Team building: task / process directed Interdependency exercise Appreciative inquiry Responsibility

Team level interventions Team building: task / process directed Interdependency exercise Appreciative inquiry Responsibility charting Role analysis technique Decision making, problem solving, planning, goal setting in team Conflict management/ Confrontation meeting Job enrichment MBO Appreciations and concerns exercise Visioning Quality of work life programmes Quality circles Force field analysis Self managed teams Process consultation

Organization level interventions Socio-technical systems MBO Cultural analysis Confrontation meetings Visioning Strategic planning Performance

Organization level interventions Socio-technical systems MBO Cultural analysis Confrontation meetings Visioning Strategic planning Performance management Employee wellness / Reward system Interdependency exercise Survey feedback Appreciative inquiry QWL programmes TQM Physical settings Large scale systems change Succession planning Structural changes / Restructuring: Downsizing,

Learning Curve for Successful OD

Learning Curve for Successful OD

Guiding and Driving Path

Guiding and Driving Path

Concluding thought “The secret of change is to focus all of your energy not

Concluding thought “The secret of change is to focus all of your energy not on fighting the old but on building the new” - Socrates

Discussion/Feedback Basanta Raj Sigdel Nepal Administrative Staff College Cell 9841310840 Email: brsigdel@nasc. org. np

Discussion/Feedback Basanta Raj Sigdel Nepal Administrative Staff College Cell 9841310840 Email: brsigdel@nasc. org. np