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Course Code: 1101IBA
Course Name: Management Concepts
Due Date: 23/09/2014
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Assessment Item #: 2
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Course Tutor: Stace Kent
Course Convenor: Dr. Daniel Ringuet
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Please provide your STUDENT NUMBER: s2964333
Student Name: Kane Versteeg
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Acknowledged by: Kane Versteeg
Date: 23/09/2014
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Report on Strategic Planning
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Acknowledged by: Kane Versteeg
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Date: 23/09/2014
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1101IBA Management Concepts
Assessment 2: Report
Report on Strategic Planning
Prepared by:
Kane Versteeg
s2964333
Tutor:
Stace Kent
Word Count:
1449 words
Date Due:
23rd September 2014
Kane Versteeg – s2964333 Page: 3
Table of Contents:
Section
Page
1.0 – Introduction……………………………………………………………………….........5
2.0 – Problem Identification…………………………………………………………………6
3.0 – Discussion……………………………………………………………………………….7
4.0 – Recommendations…………………………………………………………………..….8
5.0 – Conclusions…………………………………………………………………………..…9
6.0 – Reference List………………………………………………………………………...10
1.0 – Introduction
Peter F. Drucker (2003), through his many years in business academia, stated that the
members of any organisation are continually obsessing over the archaic, focusing only on the
things that should have worked but failed to, once rewarding strategies that no longer are.
Kumpf (2004) theorises; the process of strategic planning might fail to clarify much more
than the initial objectives of a firm, though it tends to illustrate the necessity for significant
change. Seldom will strategic planning fail to render a thorough plan of action, geared toward
the desired objective. Yadav (2003) adds; sub-par leadership within an organisation can cause
disjointed and purposeless operations, essentially creating a reciprocating issue while less
than desirable management is a redundant waste of resources, creating an unnecessary
workload and producing duplicated or under detailed information. This being said, Lane and
Wallis (2009) find that should an organisation’s executives fail to convert leadership
strategies into managerial operation; robust leadership and management strategies can easily
fail to function cohesively, adding that; virtuous strategic planning forms a functional link
between leadership and management, facilitating a firm grip on business operations. The
purpose is of this paper is to illustrate the impact functional strategic planning processes can
have on an organisation that faces an undesirable set of circumstances. Initially, this report
will outline the severe lack of adept strategic planning depicted in the case study; ‘Mistakes
Made on the Road to Innovation’ (Hamm & Symonds, 2006). Further, the advantages of
leadership in managerial environment will be detailed followed by a concise explanation of
how managerial practise changes with the assistance of productive leadership. Finally,
conclusions will be made regarding the Hamm and Symonds case study and its facility for
operative strategic planning, recommendations inclusive.
Kane Versteeg – s2964333 Page: 5
2.0 – Problem Identification
Eastman Kodak’s previous market and industrial monopoly cannot be denied, however as so
openly highlighted in Hamm and Symonds’ case study, Eastman Kodak has several severe
operational and functional issues that require immediate attention. In many cases,
organisations respond to unexpected market differentiation without concise thought (Sokol,
1992). According to French (2009); strategic planning by definition is the systematic process
of rendering a desired outcome to a set of specific objectives and appointing an efficient
order by which to achieve them. Yadav (2003) adds that effective strategic planning is
founded on the results of a SWOT analysis, conducted prior to strategic plan formulation.
Among other things, the case study brings to light Eastman Kodak’s lack of a cohesive
leadership-management bond. This failure to employ efficient strategic planning is
characterised by the response (or lack thereof) response to any executive proposal.
Furthermore the lack suitable management and leadership, leaves any and all of Eastman
Kodak’s planning a loss in terms of efficient use of intellectual input and employee resources,
contributing to Eastman Kodak’s market demise.
3.0 – Discussion
Management is the process of doing things right, as opposed to leadership; doing the right
things (Drucker, 2003). Acas (2014) reports that in 1957, British Field Marshal William Slim,
theorised that leadership takes a personified likeness to art, comparing management as
methodically scientific. The difference between management and leadership is the separate
approaches to overseeing executive operations. How each executive approach motivates,
inspires and amasses followers to strive for the desired objective. Subsequently, it is vital to
note that in the majority of cases managers and leaders are one in the same, and it is timing
and selection of action that defines which an executive is at any given moment
(Changingminds, 2014). On its own, strategic planning can prove to be an effective strategy
in executive operations, however, Yadav (2003) states; strategic planning takes a far greater
impact with a persuasive revelation and initiative at is backing.
Kruse (2013) found leadership to be the process of finding desired outcome, facilitating a
tangible means to reach the outcome, then, coordinating and motivating subordinates to strive
for the desired outcome’s congruence. Organisations seeking to benefit from strategic
planning often employ strategic methods of leadership (Peak, 2013). To bind strategic
planning and leadership, and virtuous leader motivates their subordinates to adjust, hone and
expand their strategies toward the organisation’s desired outcome. Coordination and
economic use of resources merely for the desired outcome is vital for a strategic leader
(Schermerhorn, Davidson, Poole, Woods, Simon, McBarron, 2014). Lane and Wallis (2009)
agree that a committed leader strives to utilise the intellectual resource at his disposal and
proudly relay credit in order to maintain subordinate motivation. Eastman Kodak’s leadership
has without a doubt been inconsistent, through the strategic change coinciding with each
chief executive change, where each new CEO made inroads to implement a new strategy
rather than adapt and improve the existing (The Economist, 2012).
Thorough comprehension of effective leadership and its values is crucial to the functionality
and success of strategy driven management (Lane & Wallis, 2009). According Oxford
dictionary (2014); management is the practice of dealing with organising and controlling a
group of people. Virtuous strategic planning utilises executive managerial teams as
effectively as possible (Schermerhorn, et. al, 2014). Eastman Kodak sought to use digital
photography to ‘prop-up’ their chemically developed film venture, in a bid to ensure their
Kane Versteeg – s2964333 Page: 7
prime business focus. Management at Eastman Kodak also failed to capitalise on the
opportunity presented in the results a projected market survey. Ultimately, Eastman Kodak’s
management failed to recognise the vast threat that digital photographic media posed on their
flagship film operations (Mui, 2012).
Elite managers often assume the task of influential leadership in the majority of
organisations. They are employed to instil governance into the executive structure of an
organisation. More often than not, these leaders are assisted by the leadership of lower level
managers and other employees, working together cohesively as a functional executive unit in
an organisation (Lane & Wallis, 2009). The majority of the strategic management process is
facilitated by the senior management of the organisation, whom ideally incorporate proactive,
efficient, and economical, leadership and management cohesively; harmonising the whole
organisation to strive for the desired outcome (Poister 2005). Crossan and Vera (2008) add;
the functionality of an organisation in unison requires that strategic leadership efforts are
translated into a reactive managerial process and structure that considers the impact the
organisation’s progression takes on the external environment, strategic plan and themselves.
Effectively, strategic planning allows all organisational parties common ground, encouraging
intra-organisation communication, broadening perspective on the issue, facilitating further
refinement possibilities for current and future planning (Sokol, 1992).
4.0 – Recommendations
Eastman Kodak, or any other organisation facing similar circumstances, should strive to
incorporate strategic planning into their business plan. Initially, the organisation should
revalue and reconsider their executive hierarchy, with the aim to employ the most effective
leadership and management available. Sokol (1992) and Yadav (2003) agree; the organisation
should executive team members, who will work proactively, economically and cohesively
toward formulating a simple and effective strategic plan with intent to attain the desired
objectives, both short and long term. According to the Economist (2012); executives at
Fujifilm were heavily criticised for being vastly under prepared for the digital takeover,
however Fujifilm was still much better prepared compared to Eastman Kodak. Adding;
though it was a destructive process, Fujifilm executives made the intrepid decision to
deconstruct and reconstruct their business plan geared towards succeeding in the digital
revolution, as opposed to chancing survival with their successful, pre-existing plan much like
the executives at Eastman Kodak had planned. In the mid-2000s Telstra faced a similar
market downturn. Executives opted to restructure the executive operations, via developing a
strategic plan with the intention of resolving the apparent issue (Woods, 2014). Ultimately,
any organisation that encounters similar fronts to Eastman Kodak, should consider
restructuring their executive hierarchy, ensuring that the best available leaders and managers
are on hand to work in conjunction with one another to re-evaluate the organisations business
plan, employ an effective and logical strategic plan, based on the SWOT analysis results, to
strive for the resolution of the eminent issue.
5.0 – Conclusions
Irrelevant of its effectiveness in theory, no strategy will ever assume long term success unless
it is appropriately executed (Schermerhorn, et al, 2014). After evaluating leadership and
management as key components of effective strategic planning it is easy to conclude that
without effective leadership and management functioning in unison, it is nearly impossible to
expect an efficient method of resolution for any issue encountered (Brumm, 2013; Drury,
2013). Strategic planning is exhaustively dependant on results, and ultimately enables
organisational growth, through converting behaviour and efficacious action into escalated
yield and functionality (Dai, Duserick & Huang, 2007; Poister, 2005; Yadav, 2003). Finally,
the lack of suitable leadership and functional management at Eastman Kodak, is a redundant
waste of intellectual and tangible resources. Executives should immediately seek to employ a
strategic plan as a means to promptly rectify the apparent scenario.
Kane Versteeg – s2964333 Page: 9
6.0 – Reference List
Acas.org.uk,. (2014). Management is a science, but leadership is an art | Acas
Workplace Snippet January 2013 | Acas. Retrieved 14 September 2014, from
http://www.acas.org.uk/index.aspx?articleid=4128
Brumm, C. A., & Drury, S. (2013). Leadership that empowers: How strategic planning
relates to followership. Engineering Management Journal, 25(4), 17-32. Retrieved from
http://search.proquest.com.libraryproxy.griffith.edu.au/docview/1503771908?accountid=
14543
Changing Minds,. (2014). Leadership vs. Management. Retrieved 12 September 2014,
from • http://changingminds.org/disciplines/leadership/articles/manager_leader.htm
Crossan, M., & Vera, D. (2008). Transcendent leadership: Strategic leadership in
dynamic environments. The Leadership Quarterly, 19(5), 569-581. doi:
10.1080/01900690500290611
Drucker, P. (2003). The essential Drucker (1st ed.). New York: HarperBusiness.
Duserick, F., Huang, W., & Dai, Z. (2007). The impact of effective strategic planning
and leadership on employee satisfaction.Competition Forum, 5(1), 243-252. Retrieved
from
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French, S. (2009). Critiquing the language of strategic management. The Journal of
Management Development, 28(1), 6-17.
doi:http://dx.doi.org/10.1108/02621710910923836
Kumpf, W. A. (2004). Strategic planning. ASHRAE Journal, 46(8), 70. Retrieved from
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Kruse, K. (2013). What Is Leadership?. Forbes. Retrieved 18 September 2014, from
http://www.forbes.com/sites/kevinkruse/2013/04/09/what-is-leadership/
Lane, J., & Wallis, J. (2009). Strategic management and public leadership. Public
Management Review, 11(1), 101-120. doi:10.1080/14719030802494047
Mui, C. (2012). How Kodak Failed. Forbes. Retrieved 8 September 2014, from
http://www.forbes.com/sites/chunkamui/2012/01/18/how-kodak-failed/
Peak, K. (2013). Encyclopedia of community policing and problem solving (1st ed.).
Poister, T. H. (2005). Strategic planning and management in state departments of
transportation. International Journal of Public Administration, 28(13-14), 1035-1056.
doi:10.1080/01900690500290611
Robbins, S. (2006). Linking Leadership and Management with Powerful Strategic
Planning. Articles by Stever Robbins, Entrepreneurial Advisor. Retrieved 20 September
2014, from http://www.steverrobbins.com/articles/strategy-link-ldr-mgt.htm
Schermerhorn, J. (2014). Management (1st ed.). Milton, Qld.: John Wiley and Sons
Australia.
Sokol, R. (1992). Simplifying strategic planning. Management Decision, 30(7), 11.
Retrieved from
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Taylor, J., de Lourdes Machado, M., & Peterson, M. (2008). Leadership and Strategic
Management: keys to institutional priorities and planning*. European Journal Of
Education, 43(3), 369--386.
The Economist,. (2012). The last Kodak moment?. Retrieved 9 September 2014, from
http://www.economist.com/node/21542796
Winnetka Public Schools,. (2014). Strategic Planning Best Practices Literature Review.
Retrieved 13 September 2014, from
http://www.winnetka36.org/sites/default/files/5/strategicplanninglitreview.pdf
Woods, P. (2014). Management Concepts Semester 2 2014. Presentation, Griffith
University Nathan Campus Theatre 1 N22.
Yadav, V. (2003). Strategic planning. Strategic Direction, 19(8), 2-3. Retrieved from
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