Strategy and Leadership PV237
Ing. Michala Homolova, MBA.
Strategy and Leadership PV237
Getting to know each other
• Your name
• Why did you choose this course?
If you did not attend, please email me your
real reasons why you have chosen PV237
(and yes, I know that you have to, but what’s
more to it?;-))
Strategy and Leadership PV237
• Leader, Coach, Teacher, Manager, mom
• Ambition to help people develop and grow
• Passionate about professionalism and development
• 15+ years in management in IT: people mgmt, coaching,
project mgmt, executive functions, head of technical
support, resource mgmt, HR …
• Principal Program Manager of Associate Engagement and
Leadership Development at Red Hat
Strategy and Leadership PV237
• Students/Part timers/Entrepreneurs/Full timers
• Future business owners
• Involved in Strategic Planning before?
• Undergoing/experiencing change?
Alignment:
• Vision/Mission/Strategy/Business Model
• SMART Goals
• SWOT
• PEST(EL)
• BCG Matrix
Strategy and Leadership PV237
Management&LEADERSHIP
Management&LEADERSHIP
BALANCED SCORECARD
What do we measure
BALANCED SCORECARD
What do we measure
MISSION
Why are we here
Lasting Purpose
MISSION
Why are we here
Lasting Purpose
STRATEGY
How do we get there/ Business model/ Competitive Advantage
STRATEGY
How do we get there/ Business model/ Competitive Advantage
EXECUTION
Change Management/ Top down cascaded SMART goals / Competencies/ Training/
Compensation
EXECUTION
Change Management/ Top down cascaded SMART goals / Competencies/ Training/
Compensation
VISION
Picture of what we want to be in the future
VISION
Picture of what we want to be in the future
VALUES
What’s important to us
Our culture
VALUES
What’s important to us
Our culture
Strategy and Leadership PV237
Management&LEADERSHIP
Management&LEADERSHIP
BALANCED SCORECARD
Completion criteria
BALANCED SCORECARD
Completion criteria
MISSIONMISSION
STRATEGYSTRATEGY
EXECUTION
Challenging, Engaging, FUN
EXECUTION
Challenging, Engaging, FUN
VISIONVISION
VALUESVALUES
Enable students to become first class leaders and people managers
Freedom, Courage, Transparency, Respect
Students equipped with tools and lived-in concepts
Workshops, brainstorming, strategic game, coaching
Measurement
➢
Five minutes - within 24 hours - one take away – at
least one thing that stuck – thoughtful paragraph -
email
➢
Same applies if you are absent + you need to deliver in
class exercises individually via email
➢
All Strategic simulation assignments met: 2 quizzes, 2
practice rounds, 6 decision rounds, final presentation
(time estimate ~30 hours)
➢
All alternative assignments met if you opt-out from the
game
WHAT DO WE MEASUREWHAT DO WE MEASURE
Course structure
➢
Strategy
Concepts and tools, strategic simulation game
➢
Leadership
Workshops on tools, self assessment, development
plan ...
➢
Change Management
Concepts and coaching exercise
EXECUTIONEXECUTION
What is this Strategic Simulation?
➢
Online game that models real life competition
among rival companies
➢
Co-managers take successful company over
in year 6 of operations and are hired to meet
a set of objectives
➢
Teams of co-managers take a set of strategic
decisions every week (1 decision round = 1
year), their company scores based on quality
of their decisions & quality of decisions of
competing companies
EXECUTIONEXECUTION
What is this Strategic Simulation?
➢
Designed for students of business schools
➢
~30000 Students in 1547 classes in 297 Universities
in 27 countries in the last 12 months
➢
Cost is 45 USD/ Student covered by University
➢
Help menu for every decision with cause-effect
explanations, thorough business guide
➢
Rewarding self study competition
➢
OPT OUT IF YOU DON’T WANT TO INVEST IN IT BY
TUESDAY, February 22nd
EXECUTIONEXECUTION
Strategy
Strategy and Leadership PV237
Mission and Vision
Mission = purpose
Vision = direction
Mission and Vision
In theory:
Mission: lasting broader purpose beyond just making money, generally
abstract and cannot be achieved, only pursued
Vision: compelling picture of the future that supports the mission, specific
destination that is concrete and achievable
In practice:
The NASA’s Vision:
We reach for new heights and reveal the unknown for the benefit of
humankind.
The mission of The Walt Disney Company
… is to be one of the world’s leading producers and providers of entertainment
and information. Using our portfolio of brands to differentiate our content,
services and consumer products, we seek to develop the most creative,
innovative and profitable entertainment experiences and related products in
the world.
Mission and Vision
In practice, companies often go for either Vision or
Mission and don’t necessarily make that distinction.
Mission and Vision
Brainstorming:
What are the characteristics of a good vision and
mission statement.
Work in groups, get wild, brainstorm, choose 4 to 8 you’d
evaluate yours against.
Breaking abstract to concrete
Spider net visual tool
Source: http://bluesummitstrategy.com/vision/the-7-cs-of-powerful-vision/2007/
Values
Values - behavior standards that help set company
culture
Exercise:
Write down the ones that come to your mind – if it were your
company, what would be important?
Put it together in groups, indicate number there where a particular
value appeared repeatedly.
Put it on whiteboard as a class, create a wordle as homework –
you will need it for final presentation
Assignment 1
● Carefully study the Globus strategic game
simulation overview you can find in Study
Materials
● Develop Mission and Vision statement for
your company tested against the
characteristics you came up with using the
spider net tool
● Create a wordle with Values for your
company
PV237 Strategy and Leadership
Course Structure
Strategy and Leadership PV237
• Strategy
➢
Things to know so you are not left out from
strategic conversations
➢
Testing the quality of abstract concepts such
as mission and vision, creating your own
➢
Tools to employ for analysis in the strategy
setting process (SWOT, PEST(EL))
➢
Porter’s five generic strategies, BCG Matrix
Strategy and Leadership PV237
• Leadership
➢
Theoretical concepts and how they
apply to your experience
➢
Your leadership traits, development
action plans, SMART goals
➢
Avoiding bad decision making by
being aware of bias
Strategy and Leadership PV237
• Change Management
➢
Realizing why change is ALWAYS taken badly
➢
Coaching through change
➢
Best practices
➢
Things to avoid
➢
Post-mortem coaching & self-coaching