strategic leadership...strategic leadership 1 who am i? prof. dr. bob de wit what do i do? -...
TRANSCRIPT
STRATEGIC LEADERSHIP
1
Who am I?
Prof. Dr. Bob de Wit
What do I do?
- Director, Strategy Works / Strategy Academy
- Professor, Nyenrode Business University
- Member, Rotterdam Economic Council
- Author, Strategy: An International Perspective
How to reach me?
- +31 (0)6 5377 8151
What concerns me?
- How to best lead a firm
- How to design the strategy process
- How to best govern a country
- How to adapt business models
How extraordinary companies behave
Develop best practice theory & recommend on the basis of excellence
How companies behave
Recommend on the basis of inductive reasoning
what to do
How to become an extraordinary strategist
2
I N T R O D U C T I O N
Best-PracticePractice
Theory or conceptual models
Recommend on the basis of deductive reasoning
what to do
Theory
3
MISSIONING & VISIONING
The basic strategy lingo explained
4
M I S S I O N I N G & V I S I O N I N G
20172016 2019 20202018
Current situation
StrategyTarget Objective Vision
The Vision Map
5
M I S S I O N I N G & V I S I O N I N G
Vis
ion
ma
p
20172016 2019 20202018
Current situation
Strategy VisionTarget Objective
Pride
Disappointments
Opportunities
Threats
Dreams
Nightmares
The Vision Map & The Action Map
6
M I S S I O N I N G & V I S I O N I N G
Vis
ion
ma
pA
ctio
n m
ap
Ac
tion
ma
p
Current situation VisionObjective
Pride Opportunities Dreams
Disappointments Threats Nightmares
How to enhance pride How to exploit opportunities How to realize dreams
How to beat disappointments How to prevent threats How to fight nightmares
7
A strategists perspect ive on current developments
Trends are not static, but compose a series of waves
8
A S T R A T E G I S T S P E R S P E C T I V E O N C U R R E N T D E V E L O P M E N T S
SUBSISTENCE
TRADE
INDUSTRY
DIGITAL
AI
TODAY
Examples of the five waves
9SUBSISTENCE
TRADE
INDUSTRY
DIGITAL
AI
Internal efficiency is boosted drastically
10
A S T R A T E G I S T S P E R S P E C T I V E O N C U R R E N T D E V E L O P M E N T S
YOUR SUPPLIERS YOUR CUSTOMERSYOUR COMPANY
RARE GOODS BECOME
COMMODITIES
TRANSACTIONAL
RELATIONSHIP
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020
YOUR SUPPLIERS
Keep your friends close, but your suppliers closer
11
A S T R A T E G I S T S P E R S P E C T I V E O N C U R R E N T D E V E L O P M E N T S
YOUR CUSTOMERSYOUR COMPANY
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020
YOUR CUSTOMERSYOUR SUPPLIERS
Understanding customer needs becomes priority #1
12
A S T R A T E G I S T S P E R S P E C T I V E O N C U R R E N T D E V E L O P M E N T S
YOUR COMPANY
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020
The most successful companies facilitate others to create value
13
A S T R A T E G I S T S P E R S P E C T I V E O N C U R R E N T D E V E L O P M E N T S
YOUR COMPANY
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020
YOUR CUSTOMERSYOUR SUPPLIERS
Organizing supply and demand through value networks
14
A S T R A T E G I S T S P E R S P E C T I V E O N C U R R E N T D E V E L O P M E N T S
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000 2010 2020
VALUE NETWORK
Companies successfully riding the 4 th wave
15
A S T R A T E G I S T S P E R S P E C T I V E O N C U R R E N T D E V E L O P M E N T S
LARGEST ACCOMMODATION
PROVIDER OWNS NO REAL ESTATEAirbnb
WORLDS MOST VALUABLE
RETAILER HAS NO INVENTORYAlibaba
FASTEST GROWING BANKS
HAVE NO ACTUAL MONEYSocietyOne
LARGEST SOFTWARE
VENDORS DON’T WRITE APPSApple / Google
LARGEST PHONE
COMPANIES OWN NO
TELECOM INFRA
Skype / WeChat
MOST POPULAR MEDIA
OWNER CREATES NO
CONTENT
LARGEST MOVIE HOUSE
OWNS NO CINEMA’SNetflix
WORLDS LARGEST TAXI
COMPANY OWNS NO TAXI’SUber
16
VALUE NETWORKS DON’T CREATE VALUE THROUGH PRODUCTS OR
SERVICES, BUT THROUGH COMBINING SUPPLY AND DEMAND
TRADITIONAL MARKETS ARE BECOMING
COMMODITIZED AND CREATE LESS ADDED VALUE
WHAT DOES THIS MEAN FOR YOUR BUSINESS?
17
The paradoxal nature of strategic problems
The tension of successful visioning: Building and Shaping
18
T H E P A R A D O X A L N A T U R E O F S T R A T E G I C P R O B L E M S
Current situation
StrategyTarget Objective Vision
Building the future
The agility and flexibility to face the urgent short term challenges.
Shapingthe future
The focus on the important long term challenges, even when there seems no urgent need.
Key advantages & disadvantages of Building and Shaping
19
T H E P A R A D O X A L N A T U R E O F S T R A T E G I C P R O B L E M S
Ke
y a
dva
nta
ge
sK
ey
dis
ad
van
tag
es
• Managing the short term
• Urgent issues first
• Maintaining the heritage
• Feedback thinking
• Not managing the short term
• Urgent issues neglected
• Loosing heritage
• Dreaming
• Focus on the long term
• Important issues first
• Innovative
• Feedforward thinking
• Lack of long term focus
• Important issues neglected
• Standstill
• Thinking backward
Building the future Shaping the future
Great strategic leadership: building and shaping at once
20
T H E P A R A D O X A L N A T U R E O F S T R A T E G I C P R O B L E M S
Ke
y a
dva
nta
ge
sK
ey
dis
ad
van
tag
es
Building the future Shaping the future
CREATE STABILITY ENABLE CHANGE
AND
The tension of missioning: Profitability and Responsibility
21
T H E P A R A D O X A L N A T U R E O F S T R A T E G I C P R O B L E M S
Economic profitability
Social responsibility
Shareholder value perspective
To be an attractive investment, a firm must earn a higher return on the shareholders´ equity than could be realized at a bank
Stakeholder values perspective
Acting in the interest of others, even when there is no legal imperative
Either / OrDilemma
The tension of missioning: Profitability and Responsibility
22
T H E P A R A D O X A L N A T U R E O F S T R A T E G I C P R O B L E M S
Shareholder value perspective
To be an attractive investment, a firm must earn a higher return on the shareholders´ equity than could be realized at a bank
Stakeholder values perspective
Acting in the interest of others, even when there is no legal imperative
Socialresponsibility
Economicprofitability
Both / AndParadox
The strategy field explained in 12 paradoxes
23
T H E P A R A D O X A L N A T U R E O F S T R A T E G I C P R O B L E M S
24
The dual nature of leadership
Why duo’s work: Combining change and stability
25
T H E D U A L N A T U R E O F L E A D E S H I P
LEADER MANAGER
CHANGE
STABILITY
Entrepreneurial leadership
Executive leadership
Strategic effectiveness
Operational efficiency
Medium and long term
Short and medium term
Managing uncertainty
Managing risk
Two leadership archetypes
26
T H E D U A L N A T U R E O F L E A D E S H I P
CEO
(Chief Entrepreneurial Officer)
COO
(Chief organizing Officer)
OUTSIDE-IN
Entrepreneurial profile and focusing on external communication
INSIDE-OUT
Organizational profile and focusing on internal communication
EXPLORATION
Changing the company by introducing innovations and ideas
EXPLOITATION
Organizing the company to bring stability while implementing innovations and new ideas
SHAPING THE FUTURE
Feedforward thinking based on a future vision
BUILDING THE FUTURE
Feedback thinking by combining former learnings with a changing context
What constitutes a golden duo
27
T H E D U A L N A T U R E O F L E A D E S H I P