Strategy Management and Leadership
Discussion with MCCA Presidents – 07.21.09
Daniel Wolf
Dewar Sloan
[email protected]
Copyright Dewar Sloan 2009
Orientation
Contemporary Strategy and Successful Evolution
Evolutionary Concern and The Context for Strategy
Practice of Management and Practice of Leadership
Making Strategy Happen… Ideas, People and Value
Strategy Engagement for Relevance and Results
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Strategic Thought and Behavior
Contemporary strategy provides a working framework for
enterprise growth, performance and change.
Strategy provides:
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Meaning and Purpose; Relevance…
Guidance for the Intellectual Process
Support for the Culture of Engagement
Constructs for the Approach to Guidance
Perspectives and Pathways for Evolution
The strategic agenda serves to connect your realities with a
roadmap that helps colleges adapt and absorb, and evolve.
Conventional strategic planning suffers disconnects in
practice between direction, integration and execution.
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Your Environment and Opportunities
The technical, market, political, social and economic realities
of organized learning/education constitute sources of stress.
The college environment is increasingly “VUCA” in nature:
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More Volatile
More Uncertain
More Complex
More Ambiguous
Impact on Every Sector
However, opportunities emerge in a “VUCA” breeder-reactor
that mixes, reorders and fixes new strategic opportunities.
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Management and Leadership Redefined
In the literature and in practice, the strategic roles and impact of
management and leadership have evolved:
Management Today…
Leadership Today…
Provides Discipline
Shapes Perspectives
Orders and Arranges
Engages and Inspires
Disperses Resources
Provides Foresight
Connects Processes
Encourages Thought
Manages Risk Factors
Shares and Exchanges
Provides Information
Conveys Principles
Contemporary management and leadership serve to connect
expectations that shape behaviors that drive performance.
Common themes emerging in the competence conversation tie
to collaboration, corporate entreship and transformation.
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Enterprise Competence
Characteristics that contribute to greater management and
leadership talent, gauged in benchstrength terms.
Subject Matter… Content and Context
and the perspective to match them in strategy
Practice and Protocol… Processes that Make Sense
and the judgment to connect them to strategy
Collaboration 202… Effective and Evolving
and the experience of open organizations
Deep Engagement… Energy and Commitment
and the knowledge to invest people in results
These characteristics can be viewed in governance terms and
development terms, geared to strategy-wise benchstrength.
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Making Strategy Happen
The dynamics of contemporary strategy are better addressed
with a framework that is relevant everyday, and to everybody.
VUCA
Factors
Conditions for Organized Learning
Higher Education, Beyond
Strategy Direction
Strategy Integration
Strategy Execution
Focus & Choices
Assets & Systems
Actions & Impact
Natural Goals of the Enterprise
The College and Partners
Value
Factors
The strategic agenda is shaped by assumptions, matched with
plans and decisions that are tempered by experience and risk…
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Strategy Engagement
From the boardroom and the community of interests, to the
classroom and the blurred front lines of organized learning:
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Some are merely aware of your strategic agenda
Some understand the nature of your strategic agenda
Some appreciate the pulse of your strategic agenda
Some are truly engaged in your strategic agenda
Engagement in strategy management and leadership terms is
about everyday thought and behavior, at every level.
Engagement is developed and sustained through the strategic
conversations that move about in the enterprise.
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Sustainable Enterprise
Every organization faces evolutionary forces, stakeholder
interests, constraints and business risks.
What really enables near-term and long-term success?
Reputation Assets… Reputation-Worthiness
Adaptive Structures… Focused on Results
Resource Leverage… Ideas, People, Value
Corporate Entreship… Capacity to Innovate
Frontier Management… Expeditionary Practice
What kind of management and leadership benchstrength
goes with these engines of college strategy and success?
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Discussion References
On Strategic Thought and Behavior…
Prepared & Resolved: The Strategic Agenda
for Growth, Performance and Change… Wolf
On Environment and Opportunities…
Get There Early: Sensing the Future to
Compete in the Present… Johansen
On Management and Leadership Ideas…
The Halo Effect: Eight Delusions that
Deceive Managers… Rosenzweig
On Making Strategy Happen…
The Only Sustainable Edge: Strategy
Depends on Friction… Hagel & Brown
On Strategy Engagement…
The Strategy Paradox: Commitments,
Failures and Resolution… Raynor
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