leadership and strategy - jaap boonstra...leadership and strategy realizing visions and missions...

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Leadership and strategy Realizing visions and missions

ECCBC – Business Improvement Program 2012 Prof. dr. Jaap Boonstra - Esade Business school

Program

Leadership and strategy: getting things done

Managing by Meaning: Metaphors of Equatorial Getting things done: Leadership dilemmas in change

Break

Getting things done: Choosing change approaches Getting things done: Involving people

Lunch

Visioning: Business idea Paradoxes in leading change

Break

Managing by meaning: What makes a leader Personal leadership and future perspectives

Closure

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Metaphors

How does Equatorial looks to me?

What picture reflects the organization

and leadership styles?

Metaphors

3

Culture

eats

Strategy

for breakfast

Business Identity

Norms & Values

Customs & Stories

Qualities & Competences

Business strategies

Environment & Stakeholders

Organizations as cultures

4

Levels of Change

A’ A

A B

A ?

1st level: Improvement

2nd level: Transition

3rd level: Transformation

Realizing business strategies

Process

Adjusting Steering

Problems + Ambitions

Purposes + Aims

Criteria

How

Inquiring

Thinking forward Thinking backward

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Dilemmas in realizing business strategies

How are strategic and cultural changes managed within Equatorial?

Problem-oriented Solution-oriented 1 2 3 4 5

Problem assumed to be known Joint problem formulation Formulate cut-and-dried solutions Develop solutions New design with blueprint Open approach

What is the effect of this management method?

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Planned change and Development

Planned change

Focus on shortcomings Blue print thinking Top – down Solution-oriented Stable end solution Single linear process Strict norms and planning Techno-economic rationality Abstract - Concrete Design Implementation

Development Focus on experiences Improvements based in the organization Using existing knowledge Problem-oriented Improving ability of change Continuous and iterative process Regard for abilities to change Socio-political rationality Concreet - Abstract Smooth transitions

Planned change or Development

Development Sufficient time for change No drastic changes required Differentiated, small-scale implementation Deliberate flexibility New complex issues Availabe knowledge vital for results Conformity through participation Little resistance and can be solved Labour relations based on trust Limited reduction of personnel

Planned change Very limited time for change Drastic changes required Uniform large-scale implementation Deliberate intention to control Routine issues Available knowledge not required Conformity is difficult Much resistance towards change Poor labour relationship Drastic reduction of personnel

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Program



Break


Lunch


Break


Closure

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From crisis to strength

Fair process

§  Open and clear about context and situation §  Sense making and sharing experiences §  Not disqualifying the past – qualifying for the future §  Time and possibilities to share emotions §  Clear about steps to be taken §  Influence for people involved §  Clear decision making process §  Final decision clear and fair §  Explicit what decision means for individuals §  Clear what is expected from specific people

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Leren van KLM

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Collaborative process

§  Relations between organization and environment §  Joint values and norms: business idea §  Clarity on backgrounds and problems §  Clarity aim and approach of the change §  Insight into change processes §  Top management’s role of pioneer §  Certainty about work and terms of employment §  Clear terms for directives §  Management’s confidence in delegation §  Willingness to co-operate §  Experience in teamwork

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Change strategies

Power Strategy

Planned Strategy

Negotiating Strategy

Step-by-step Strategy

Learning strategy

Interactive Strategy

Forcing Pushing Exchanging Developing Learning Discovering Steered by top Goal oriented Position power Imput controllers Linear process Pressure Tell & Sell

Initiatied by top Solution oriented Expert power Input consultants Linear process Persuation Convincing

Multiple actors Result oriented Position power Different coalitions Iterative process Negotiation Compromising

Transformative Problem oriented Seductive power Input employees Iterative process Participation Guiding

Active & reflective Transition oriented Informal power Input learners Circular process Action learning Coaching

Interactive Future oriented Visioning power Collaboration Cyclic process Mutual learning Dialoguing

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Points of attention

Mission

Analysis

Future

Present

What

Past

Points of attention

Mission

Analysis

Ambitions

Experiences

Future

Present

What Who

Past

Change approach Change trajectory

Role activities Communicating

Intervening

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Perspectives on change process

Engaging people

Number that accepts innovation

Innovators Early adopters

Early majority

Late majority Laggards

Supporters Neutrals Adversaries

Low resistance High resistance

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Program



Break


Lunch


Break


Closure

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We aim to enhance mobility, sustainability and quality of life, by creating balance in the built and natural environment. We protect people, revitalize cities, create new sources of energy and improve urban development. We provide consultancy, design, engineering and management service in the fields of infrastucture, water, environment and buildings.

Vision and mission Arcadis

Values Arcadis

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Business idea

Meaning -  Societal and customer needs - Pride and employee attraction -  History and meaning

Competitive strategy - Product – cost leadership - Innovative power - Alliances and networks

Competitive advantage -  Embedded knowledge -  Reputation & networks - Specific assets

Values -  Essence of services -  Customer attraction and loyalty -  Core values

Where we go for

Where we stand by

Strategic position

Unique strenghts

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Leading change

- Metaphor: from ..……. to ………..

- Business idea: vision and mission

- Change strategies in context

Paradoxes in leadership

Risk taking Innovation

Investing Adaptation

Committing Motivation

Team working Collaboration

Cost cutting Operation

Controlling Task organization

Performing Position

Goal setting Competition

Flexibility

External focus

Stability

Inte

rnal

focu

s

Market Operation

Organization Future

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Program



Break


Lunch


Break


Closure

Leading change

- Metaphor: from ..……. to ………..

- Business idea: vision and mission

- Change strategies in context

Chose a picture that reflects yourself

leading change within Equatorial

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§  Manus = hand §  Manèger = manage horses §  Manager = directing and guiding

§  Lead = path, road, direction §  Leaden = wandering, hiking §  Leader = showing the way

Leadership perspectives

Entrepreneur Autocratic Transactional Charismatic Participative Transforming

Initiating Communicative Engaging Appealing Cultivating Inspiring Demanding

Goal setting Commanding Intimidating Accounting Realizing Punishing Positioning

Goal setting Informing Managing Performing Stabilizing Rewarding Controlling

Impressing Speaking Building Achieving Modeling Monitoring Expecting

Guiding Listening Evaluating Consulting Delegating Developing Encouraging

Sensing Sense-making Vitalizing Envisioning Supporting Appreciating Empowering

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What makes a leader?

What makes in leader in Equatorial?

Meaningful leadership

§  Awareness of self – others – context §  Visualizing the future §  Developing business idea §  Building vital coalitions §  Realizing collaborative power §  Taking initiative and invite others §  Story telling and sense making §  Sharing experiences and successes §  Reflective and learning

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Managing authenticity

Managing authenticity

§  Get to know yourself and your origins - Exploring autobiography (people, places, events) - Returning to your roots (what gives energy) - Avoiding comfort zones (out of routines - new adventures) - Getting honest feedback (colleagues, friends, family)

§  Getting to know others - Building a rich picture (backgrounds, histories, families) - Removing personal barriers (approachability, vulnerability) - Empathizing passionately (care deeply, being there) - Uniqueness about others (positive feedback and validation)

§  Connect to organizational context - Getting the distance right (connect and separate) - Sharpen social antennae (social cues of failure and success) - Honoring cultural values (cultural senses of beings) - Developing resilience (understanding own values)

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What makes me a leader?

What makes me a leader in Equatorial

leading change?

What initiatives am I going to take?

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Jaap Boonstra

It is my personal and professional purpose to share knowledge and experiences in leadership and organizational change to make other people successful as leaders and change managers.

Multiple roles: -  Professor organizational dynamics and organizational change -  Independent consultant for businesses and societal organizations -  Non executive board member -  Researcher and scientific author Divers backgrounds: -  Organizational and social psychology -  Information technology -  Organization studies and political science

leadership and strategy - jaap boonstra...leadership and strategy realizing visions and missions...

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