VISA TO STRATEGY EXECUTION
A primary task of high performance leadership is to provide strategic direction to the organisation, various departments and divisions within the organisation, and to the people who ultimately implement strategic leadership. But regular employees are seldom involved in the process. Authoritarian governance has had two powerful and mutually reinforcing dynamics: People at “the top” of the organisation, normally in senior managerial positions, have tended to maintain control over strategic processes. They have often become alienated from the realities of operational or shop floor demands and challenges People at operational levels have been part of authoritarian behaviour in different ways (passivity, fear, frustrated) The core challenge is to position strategic leadership as an integrated set of activities and processes which ensure that people across all levels and functions understand their own roles and accountabilities as it relates to the organisation’s strategic leadership Successful strategic leadership occurs when people across all levels and functions have a common understanding about a few essential issues: Knowledge of how strategic leadership is formulated, translated and communicated, implemented and assured within the organisation The formal business processes
The specific and different roles, rights and accountabilities of stakeholders Clear understanding of personal and team roles
Comprehension of the various requirements and roles
Popular acceptance that legitimate hierarchy and rank are essential components Definition and acceptance of the roles, rights and accountabilities The challenge is crafting solutions which create legitimate and popularly supported rank and hierarchy, and with clearly understood boundaries which describe what may and what may not be done by optimally empowered people Rank, hierarchy and boundaries per se are not only a feature of authoritarian systems. They are an essential part of successful democratic workplaces where a culture of high performance through high involvement can thrive There is still a need for clear definition of a range of roles, rights and accountabilities. There is a need to define two mutually reinforcing parameters: What are the roles, rights and accountabilities that have to be acknowledged by everybody to ensure the organisation's capacity to fulfill the requirements of high performance What are the constraints, the limits or conditions of high involvement Drucker proposes that strategic leadership needs to fulfill requirements in four areas: Effectiveness
VISION (Long-term effectiveness): Understanding the organisation’s total competitive environment, and positioning it in the present so that it is appropriately placed INTERDEPENDENCE (Long-term efficiency): Identifying, balancing, integrating and aligning all of the external and internal variables that are likely to have an impact on the organisation’s capacity to fulfill its strategic leadership STRUCTURE (Short-term efficiency): Establish replicable standards, approaches and methods which minimize the need for duplication and enhances the capacity to deliver uniform or required quality as a matter of course ACTION (Short-term effectiveness): Taking the necessary steps and action to ensure the delivery of products and services which meet the needs of both internal and external customers An integrated strategic leadership consists of all four VISA elements. The dominance of only one element could perhaps be described as: Only vision: Exciting bankruptcy. People cannot identify with the development of strategies Only Interdependence: Happy bankruptcy: never-ending cycles of consultation Only Structure: Precise bankruptcy: bureaucracy and red tape Only Action: Busy bankruptcy: people perpetually busy but not necessarily productive The absence or weakness of any component of strategic leadership will undermine...
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