Chapter 2 Leading Strategically Through Effective Vision and Mission OBJECTIVES 1 Explain how strategic leadership is essential to strategy formulation and implementation 2 Understand the relationships among vision, mission, values and strategy 3 Understand the roles of vision and mission in determining strategic purpose and strategic coherence 4 Identify a firm’s stakeholders and explain why such identification is critical to effective strategy formulation and implementation 5 Explain how ethics and biases may affect strategic decision-making 1 PULLING A USD 15 BILLION COW OUT OF A DITCH The fall from the nifty 50 • Xerox introduces the Xerox 914 copier in 1959. This copier transformed the work place • Xerox was charter member of the “nifty 50”-50 stocks most favored by institutional investors • Since 1970s, however, Xerox has been crippled by competition (mostly Japanese) Mulcahy takes over She lends a turnaround Xerox reaches profitability • October 2001, Xerox • Refines Xerox vision • Annual expenses cut reports first quarterly loss in16 years. Mulcahy is not obvious choice for top position • She lacks product development and financial expertise • She gets it because the board has confidence in her “strategic mind”. and reminds people of core values • Aligns operation with the refined mission and values • Sells Xerox’s China and Hong Kong operations and half of a stake in a joint venture with Fuji • Closes down inkjet business by USD 1.7 billion • Sold USD 2.3 billion worth of non-core assets • Reduced long-term debt to USD 9.2 billion from USD 15.6 billion • Xerox returns to profitability in 2002, generating USD 1.9 billion in operating cash flow and USD 91 million in net income on USD 15.8 billion in sales 2 STRATEGIC LEADERSHIP Leadership: Strategic leadership: The task of exerting influence on other people’s pursuit of goals in an organizational context Managing an overall enterprise and influencing key organizational outcomes, such as company wide performance, competitive superiority, innovation, strategic change, and survival 3 EXECUTIVE ROLES Interpersonal roles • Figure head • Leader • Liaison Informational roles • Monitor • Disseminator • Spokesperson Formal authority and status Decision roles • Entrepreneur • Disturbance handler • Resource allocator • Negotiator 4 LEVEL 5 LEADERS Capabilities Level 5 leaders Build greatness through combination of will and humility Level 4 leaders Can lead a group to superior levels of performance Level 3 leaders Organize people resources to accomplish predetermined objectives Level 2 leaders Work effectively with others as a member of a team to achieve group objectives Level 1 leaders Make individual contributions through talent and work ethic 5 TWO ATTRIBUTES OF LEVEL 5 LEADERS Being someone • The ability to translate strategic intent into the resolve needed to pursue a strategy • and usually to make hard choices over a period of time • who prefers to share credit rather than hog it Professional will Professional modesty • who tends to shun public attention, • act with calm determination, and • exercise ambitions on the company’s behalf rather than one’s own 6 WHAT DOES IT TAKE TO BE A CEO? Charisma? Integrity An Ivy league MBA? International management experience? There is little consensus on whether personality or background matters more 7 CRITERIA OF AN EFFECTIVE TOP-MANAGEMENT TEAM 1.The team responds to a complex and changing environment. 2. The team can manage the needs of interdependent but often diverse units, arenas, or functional areas. 3. The team has a valuable and effective social network. 4. The team is able to develop a coherent plan for executive succession. 8 VISION, MISSION AND STRATEGY Vision and Mission • Fundamental purpose • Values • View of future Strategic Goals and objectives • Specific targets • Measurable outcomes Strategy The central, integrated, externally-oriented concept of how the firm will achieve its objectives. Consists of 5 elements: arenas, vehicles, differentiators, staging, and economic logic 9 VISION – USES OF AMBITION AND AMBIGUITY Sony’s vision in early 1950’s: “becoming the company that most changes the worldwide image of Japanese products as being of poor quality.” CitiBank’s vision in 1915: “the most powerful, the most serviceable, the most far reaching world financial institution the world has ever seen.” Vision statements •generally express long-term action horizons, •are ambitious and force the firm to stretch. •their ambiguity allows flexibility for changing strategy or implementation tactics 10 VISION ANCHORED IN GOALS AND OBJECTIVES Vision Examples Goals and objectives Wal-Mart Grow sales and profits by 70% per year Ryanair Be Europe’s largest airline in 7 years Matsushita To become a “super manufacturing company” 11 STRATEGY COHERENCE Strategic coherence is Arenas • The symmetrical co-alignment of the five elements of a firm’s strategy Staging Economic logic Vehicles • The congruence of policies in functions (e.g., finance, production, marketing) with these elements • The overarching fit of various Differentiators businesses under the corporate umbrella 12 BENEFITS OF USING STAKEHOLDER ANALYSIS 1.Can use the opinions of the most powerful stakeholders to shape your strategy and tactics at an early stage. 2.Gain support from powerful stakeholders to help win more resources. 3.Can ensure that stakeholders fully understand what you are doing and understand the benefits of your project. 4.Can anticipate what people’s reactions to your project may be and build actions into the plan that will win people’s support. 13 STAKEHOLDER ANALYSIS After identifying stakeholders ask Stakeholders: Individuals or groups who have an interest in an organization’s ability to deliver intended results and maintain the viability of its products and services Steps in identifying stakeholders 1. Determine influences on strategy formulation decisions 2. Determine stakeholders power and influence over strategy execution decisions 3. Determine the effects of strategic decisions • Have I identified any vulnerable points • • • • in either the strategy or its potential implementation? Which groups are mobilized and active in promoting their interests? Have I identified supporters and opponents of the strategy? Which groups will benefit from successful execution of the strategy and which may be adversely affected? Where are various groups located? Who belong to them, and who represents them? 14 MAPPING STAKEHOLDER INFLUENCE AND IMPORTANCE Importance of Stakeholder Influence of stakeholder Unknown Little/No importance Moderate importance Significant importance Unknown Little/No importance Moderate importance Significant importance 15 ETHICS AND BIASES Is the decision ethical? Have any potential biases clouded our decision-making process? New strategy – A new means to accomplish goals Implementation – Executing new strategy to realize goals • Authority structures • Incentive systems • Role of corporate governance • Common illusions about ourselves • • • • • (e.g., favorability optimism , control) Escalating commitments Self-serving fairness bias Overconfidence bias Ethnocentrism and stereotyping Risk assessment 16