Context is powerful. Good strategy is impossible without a deep understanding of the context in which strategising occurs

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LEADERSHIP REINVENTION PROGRAMME

The Power of ContextLeaders make the impossible happen

CENTRE FOR STRATEGY, LEADERSHIP AND ORGANISATIONAL REINVENTIONwww.leadershipreinvention.co.za

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BEYOND VISION, STRATEGIES, PLANS AND BUDGETS : A NON-TRADITIONAL VIEW

BEYOND VISION, STRATEGIES, PLANS AND BUDGETS : A NON-TRADITIONAL VIEW

Specific steps and timetables to implement the strategies

Plans converted into financial projections and goals

A sensible and appealing picture of the future

A logic, and first level of detail, for how the vision can be achieved

BUDGETSBUDGETS

MANAGEMENT DOESMANAGEMENT DOES

VISIONARYLEADERSHIP DEVELOPS

VISIONARYLEADERSHIP DEVELOPS

PLANSPLANS

STRATEGIESSTRATEGIES

VISIONVISION

CONTEXTCONTEXTTRANS-FORMATIONALLEADERSHIPCREATES

TRANS-FORMATIONALLEADERSHIPCREATES

WAY OF BEING. INVENTING AN IMPOSSIBLE GAME. REINVENTION, TRANSFORMATION

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DO

ING

Content Context

Shortsight Longsight Foresight Vision ContextFar Hindsight Near Hindsight

Blind spots

Bright sparks

Blind spots

Bright sparks

Data Facts, observations, data points

Information Data with meaning

Knowledge Information with insight

Wisdom Knowledge with context

(Source: Based on Dr. Kanes Rajah: 2005)

Partial knowledge

Incorrect knowledge

False knowledge

No knowledge

BE

ING

Process

STRATEGY AND PARADIGMS

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DO

ING

Content Context

Shortsight Longsight Foresight Vision ContextFar Hindsight Near Hindsight

Blind spots

Bright sparks

Blind spots

Bright sparks

Data Facts, observations, data points

Information Data with meaning

Knowledge Information with insight

Wisdom Knowledge with context

(Source: Based on Dr. Kanes Rajah: 2005)

Partial knowledge

Incorrect knowledge

False knowledge

No knowledge

BE

ING

Process

STRATEGY AND PARADIGMS

More than anything, what you want

to know is when change is going to

begin. This sense is known as mastery of incipience, and the skill

is often praised as the highest form

of wisdom. (Ramo: 2009: 161).

. . . truth emerges through debate,

study, reflection, meditation, and, at

long last, insight delivered like lightning. (paraphrase of Ramo,

2009: 212).

. . . The environment is far more powerful

than any individual. It is never stable and

in its sudden changes from one state to another, more important than the desires of

any of us . . . Context is everything . . .

(Ramo: 2009: 160).

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� We cannot just collect mass quantities of information and expect the sense to appear.� What we sometimes fail to see about the nature of information is that it usually

cannot be understood independent of its context.� When we harvest packets of information and throw them into large baskets, we

can make it harder to understand what they mean because we separate

them from their context.

IT’S ALL ABOUT CONTEXT!

Is it a number or a letter?

Effect of a context of letters

Effect of a context of numbers

(Source: Wind and Crook: 2005)

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� As with our physical vision, the key to navigating the complexity of our current

environment, and making sense of it, is to cultivate a process of

zooming in and zooming out.� Through this process, we can counter a natural tendency to be either too

nearsighted or farsighted.

Zooming in to see the detail

Zooming out to see the context


(Source: Wind and Crook: 2005)

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CONTEXT IN WHICH

DECISIONSOCCURS

FUTURE

CONTENT OF DECISIONS

PAST

PROCESS OF DECISION MAKING

PRESENT

(Based on Pettigrew, 1988)

WHAT?HAVINGI HAVE

HOW?DOING

I DO

THE REINVENTION PROCESS(Based on Pettigrew)

WHY? BEINGI AM

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Strategicanalysis

Strategicchoice

Strategyimplementation

Environmentalanalysis

Identifyingoptions

Evaluatingoptions

Stakeholderexpectations

Selecting a strategy

Resources and strategic capability

Planning andallocating resources

structure

Managing strategicchange and culture

(Based on Johnson and Scholes)

THE REINVENTION PROCESS(Derived from the Strategic Planning Process)

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Strategicanalysis

Strategicchoice

Strategyimplementation

Environmentalanalysis

Identifyingoptions

Evaluatingoptions

Stakeholderexpectations

Selecting a strategy

Resources and strategic capability

Planning andallocating resources

structure

Managing strategicchange and culture



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STRENGTHSand

WEAKNESSES

OPPORTUNITIESand

THREATS

Continuous Reinvention

TRANSFORMATIONAL LEADERSHIPAs a way of Life

ENVIRONMENTALFORCES

POTENTIALRESOURCESCAPABILITIES

CURRENT REALITY

TAKING A STAND, DECLARATIONS OF POSSIBILITY

CONVERSATIONS, REQUESTS AND PROMISES

CREATING THE FUTURE

DEVELOPING PRESENCEALERT TO POSSIBILITIES


SCENARIOSDEVELOPING A

WORLDVIEW

AWARENESSUNDERSTANDING

THE SELF

PARADIGMS OR MENTAL MODELSBeliefs and assumptions held in common and taken for granted


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STRENGTHSand

WEAKNESSES

OPPORTUNITIESand

THREATS

Continuous Reinvention

TRANSFORMATIONAL LEADERSHIPAs a way of Life

ENVIRONMENTALFORCES

POTENTIALRESOURCESCAPABILITIES

CURRENT REALITY

TAKING A STAND, DECLARATIONS OF POSSIBILITY

CONVERSATIONS, REQUESTS AND PROMISES

CREATING THE FUTURE

DEVELOPING PRESENCEALERT TO POSSIBILITIES


SCENARIOSDEVELOPING A

WORLDVIEW

AWARENESSUNDERSTANDING

THE SELF

PARADIGMS OR MENTAL MODELSBeliefs and assumptions held in common and taken for granted


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Trends in the Property Market are inextricably responsive to, and influenced by INVESTMENT CLIMATE,

INVESTOR CONFIDENCE and PROPERTY DELIVERY.

Investo

r C

on

fid

en

ce

Investment Climate

Closed System Open SystemParadigm Regression Paradigm Paralysis Paradigm Shift Paradigm ReinventionProperty a Poor Investment Property a Preferred Investment

MIAMI SCENARIOBOUYANT GROWTHPlanned development

Property the preferred investmentHigh affordability

High confidence

Innovative industryProfitable industry

ALGARVE SCENARIOAVERAGE GROWTH

Mixed development

Property a good investmentAverage affordability

Average confidenceLimited innovation

Average performing industry

IPANEMA SCENARIONO/LOW GROWTH

Haphazard developmentProperty an average investment

Low affordability

Low confidenceLow innovation

Surviving industryMOMBASA SCENARIONEGATIVE GROWTH

Sporadic developmentProperty a poor investment

Poor affordabilityNo innovation

Struggling industry

THREE DRIVING FORCES�Property a preferred investment

�High Investor Confidence�Appropriate Property Delivery

LEADS TO HIGH ROAD SCENARIO


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CORE DRIVING FORCES

• Investment Climate• Investor confidence

• Property delivery

PLAYERS• Property Owners

• Property Buyers• Property Sellers

• Home Owners

• Home Buyers• Home Sellers

SUBJECTS• Estate Agents• Contractors

• Subcontractors• Financial Inst’s

• Manufacturers

• Distributors

REFEREES• SARB

• Treasury

• NHBRC• Institute of Realtors

• Estate Agency Affairs

Board

CROWD• Provincial Govt

• Local Authorities

• Deeds Office• Conveyancers

PROACTIVE• Demand creators• Entrepreneurial

• Innovative• Risk Takers

REACTIVE• Demand responders

• Responsive

• Service oriented• Risk Managers

RESPONSIVE• Demand facilitators

• Reactive

• Mediators• Gatekeepers

• Risk Averse

PASSIVE• Demand Observers

• Intermediaries

• Risk Avoiders

Algarve ScenarioAVERAGE GROWTH•Mixed development

•Property a good

investment

•Average Affordability• Average confidence

Ipanema ScenarioLOW GROWTH

•Unplanned development•Property an average

investment

•Low Affordability•Low confidence

Miami ScenarioBOUYANT GROWTH

•Planned development

•Property the preferred investment

• High Affordability

• High confidence

Mombasa ScenarioNEGATIVE GROWTH•Chaotic development

•Property a poor investment

• Poor Affordability

• No confidence

Key Stakeholders Strategic Posture Strategic Issues ScenariosKey uncertainties, Critical Success Factors

INVESTMENT INVESTMENT

CLIMATECLIMATE

• Cost related

• Policy related

• Value related

• Market related

• Finance related

• Activity related

• Lifestyle related

• Confidence related

INVESTOR INVESTOR

CONFIDENCECONFIDENCE

• Player influences

• Subject influences

• Referee influences

• Onlooker influences

• Neighborhood

• Safety and Security

• Promotional

• Market influences

PROPERTY DELIVERYPROPERTY DELIVERY

• Public Sector

• Private Sector

• Building Sector

• Service Providers

• Financial Institutions

• Critical Resources

• Key Capabilities

• Consumer


THE LEADER HAS TO UNDERSTAND

THE CONTEXT, SEE THE POSSIBILITIES AND INTERVENE TO

CREATE THE FUTURE

THE LEADER HAS TO UNDERSTAND

THE CONTEXT, SEE THE POSSIBILITIES AND INTERVENE TO

CREATE THE FUTURE

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CONTEXT DEFINED

“ As a man thinks within himself,

so he is.”

(Proverbs 23 : 7)

THE WAY WE ARE BEING

IS THE SOURCE OF OUR REALITY

WHICH IS THE SOURCE OF OUR ACTIONS

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CONTEXT DEFINED

To alter the way you are being, you must engage with the phenomenon of context.

CONTEXT IS THE HUMAN ENVIRONMENT THAT DETERMINES

THE LIMITATIONS OF YOUR ACTIONS AND THE SCOPE OF THE RESULTS

YOUR ACTIONS CAN PRODUCE.

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CONTEXT DEFINED

THE TERM CONTEXT ENCOMPASSES THE UNDERLYING ASSUMPTIONS OR INVISIBLE

PREMISES ON WHICH AN ORGANISATION AND ITS STRATEGY ARE BASED.

UNLESS THE CONTEXT IS ARTICULATED, ACKNOWLEDGED, AND GRAPPLED WITH, SHIFTS OF

FUNDAMENTAL IMPORTANCE CANNOT OCCUR.

UNLESS THE CONTEXT IS SHIFTED, IT IS VIRTUALLY IMPOSSIBLE TO CREATE AN ENTIRELY NEW REALM

OF POSSIBILITIES.

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CONTEXT IN PHYSICS

ALL SCIENTISTS AT THE TURN OF THE CENTURY TREATED TIME AS THE UNIVERSAL CONSTANT (AND THE SPEED OF LIGHT THE

VARIABLE).

EINSTEIN SPECULATED THAT THE SPEED OF LIGHT MIGHT BE THE CONSTANT, AND HE LOOKED ELSEWHERE FOR THE VARIABLE

THAT COULD ACCOUNT FOR THE ELASTICITY OF THE COSMOS.

THE ONLY CANDIDATE WAS TIME.

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CONTEXT IN PHYSICS

THIS FORCED HIM TO LOOK “OUTSIDE THE BOX”FOR SOLUTION. HIS SPECULATION ABOUT TOTALLY

NEW POSSIBILITIES LAUNCHED HIM ON THE INTELLECTUAL ODYSSEY THAT PRODUCED THE

GENERAL AND SPECIAL THEORIES OF RELATIVITY -AND REVOLUTIONISED THE WORLD OF PHYSICS.

HE CREATED A NEW CONTEXT FOR HOW WE LOOK AT THE WORLD AROUND US.

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CONTEXT IN MANAGEMENT

THE CONSTANT ACCEPTED AS VALID WITHOUT QUESTION IN ALL MANAGEMENT THEORIES IS THAT EFFECTIVE

PRESCRIPTIONS AND METHODOLOGIES PRESCRIBE doing this OR not doing that.

DOING IS THE APPARENT CONSTANT;To manage is to do.

MANAGERS ARE SELECTED AND PROMOTED BASED ON THEIR ABILITY to get things done.

But what if something else is the constantAND doing

is actually the variable?

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CONTEXT IN MANAGEMENT

WHO WE ARE BEING MUST BE SO COMMITTED TO A FUTURE WE BELIEVE IN THAT WE JUST “MAKE IT HAPPEN”

STANDING IN THAT COMMITMENT, IN THAT FUTURE, AND CONTINUING TO TAKE ACTION REGARDLESS OF THE

CIRCUMSTANCES, WE CAUSE RESULTS TO OCCUR - ONE WAY OR ANOTHER.

BEING THE RIGHT WAY MAKES DOING THE RIGHT THING A LOT MORE LIKELY.

BEING THE FUTURE SHAPES ACTIONS SO THAT BIG BREAKTHROUGHS ARE PRODUCED WHICH ARE CONSISTENT WITH THE FUTURE WE DECLARED.

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CONTEXT IN LEADERSHIP

� The foremost challenge for leaders today, is to maintain the

clarity to stand confidently in the abundant universe of possibility, no matter how fierce the competition, no matter how stark the necessity to go for the short-term goal, no matter how

fearful people are, and no matter how urgently the wolf may appear to howl at the door.

� It is to have the courage and persistence to distinguish the downward spiral from the radiant realm of possibility in the face

of any challenge.� As a species we are exquisitely suited to thrive in an

environment of threat where resources are scarce, but not always ready to reap the benefits of harmony, peace and plenty.� Our perceptual apparatus is structured to alert us to real and

imagined dangers everywhere. (Zander: 2000)

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� Yet we do have the capacity to override the hidden

assumptions of peril that give us the world we see.� We can open a window on a world where all is sound, our

creative powers are formidable, and unseen threads connect us all.

� Leadership is a relationship that brings this possibility to others and to the world, from any chair, in any role.

� This kind of leader is not necessarily the strongest member of the pack – the one best suited to fend off the enemy and gather in resources – as our old definitions of leadership

sometimes had it.� The ‘leader of possibility’ invigorates the lines of affiliation

and compassion from person to person in the face of the tyranny of fear.

� Any of us can practice this kind of leadership.(Zander: 2000)

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� This new leader carries the distinction that it is the

framework of fear and scarcity, not scarcity itself, that promotes divisions between people.

� He asserts that we can create the conditions for the emergence of anything that is missing.

� We are living in the land of our dreams.� This leader calls upon our passion rather than our fear.

� She is the relentless architect of the possibility that human beings can be.

� But the gravitational pull of the ‘downward spiral’ is strong indeed.

� It is the milieu in which we dwell.� How do we reliably bring forth possibility in this context and

take to our wings? (Zander: 2000)

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� The practice is to invent and sustain frameworks that bring

forth possibility.� It is about restructuring meanings, creating visions, and

establishing environments where possibility is spoken – where the buoyant force of possibility overcomes the pull of the

downward spiral.� The steps to the practice of framing possibility are:

� Make a new distinction in the realm of possibility: one that is a powerful substitute for the current framework of meaning that

is generating the downward spiral.� Enter the territory. Embody the new distinction in such a way

that it becomes the framework for life around you.� Keep distinguishing what is ‘on the track’ and what is ‘off the

track’ of your framework of possibility. (Zander: 2000)

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� PRESIDENT KENNEDY� WINSTON CHURCHILL

� ROSA PARKES� EDITH CARSON

� MAHATMAH GHANDI� MARTIN LUTHER KING� SIR COLIN MARSHALL

� PAST PRESIDENT NELSON MANDELA� PRESIDENT THABO MBEKI

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CONTEXT IN TRANSFORMING A NATION

Mahatma GhandiMahatma GhandiMahatma GhandiMahatma Ghandi

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Martin Luther King

We are simply seeking to bring into full realisation the American dream – a dream yet unfulfilled.

A dream of equality of opportunity, of privilege and property widely distributed: a dream of a land where men no longer argue that the colour of a man’s skin

determines the content of his character, the dream of a land where every man will respect the dignity and

worth of human personality. (Dr. Martin Luther King, Jr., July 19, 1962)


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Rosa Parks

Known for the incident in 1955, in Montgomery, Alabama, when she refused to give up her seat on a bus to a white man. Her subsequent arrest led to the Montgomery bus boycott, a major campaign in the

fight against discrimination. It didn’t merely spark a revolutionary alteration in racial attitudes; she

embodied a powerful stand that forced an entire country to take notice.


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On that bleak December day in Montgomery, Alabama, in 1955. Rosa Parks refused to surrender her seat on a bus to a white man, even though the

segregation laws required it, even though the driver yelled at her, even though she knew she would be

arrested, jailed, and possibly even lynched.

Rosa Parks' simple act of courage spawned a movement, inspired a generation, and changed a nation.


At dusk on December 1, 1955, Rosa Parks boarded the Cleveland Avenue bus and took her stand.

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This was the woman whose arrest had inspired the year-long bus boycott in Montgomery, when

thousands of blacks walked to work rather than sit in the 'coloured' section of the busses. This was the

woman who helped introduce the world to a dynamic young preacher named Martin Luther King Jr. This was the quiet crusader, whose life was so

viciously threatened that she had to flee with her family to Detroit.

Rosa Parks, with her gentle smile, her glasses and braided hair, always so self-deprecating, always so demure.


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Rosa ParkesDeceased 4 October 2005 aged 92

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“ STAND BEHIND ME in my nation-building and reconciliation drive ….. stretch across the divide

to unite the Nation …..”

President Mandela’s emotive challenge to all South Africans


The ingredients for a political miracle

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President Mandela’s commitment to building a non-racial society -

SOMETHING HE ONCE DECLARED HE WAS PREPARED TO DIE FOR -left him with no alternative but to

TRANSFORM THE COUNTRYfrom its conflictual past into a

UNITED NATION.


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. . . which other country has a moral colossus to match Nelson Mandela? We are the envy of every

single nation on earth. He has become an icon of forgiveness, compassion, magnanimity and reconciliation for the entire globe. How blessed we are that he was at the helm to guide

our ship of state through the choppy waters of transition.

(Extract from Archbishop Desmond Tutu's Nelson Mandela Lecture: November 2004)


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Written into the South African constitution is the vision of the Truth

and Reconciliation Commission:

‘. . . a need for understanding, but not for vengeance, a need for reparation

but not for retaliation, a need for ubuntu but not for victimisation.’

(Zander: 2000)


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In the realm of possibility, there is no division between ideas and action, mind and body,

dream and reality.

Leaders who become their vision often seem uncommonly brave to the rest of us

Whether from the middle of the action, or from the sidelines, they are the conduit for carrying

the vision forward. (Zander: 2000)


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President Nelson Mandela . . .

“The Reconciliation man”

CONTEXTIN TRANSFORMING A NATION

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CONTEXT EXAMPLES

President Nelson Mandela . . .

“The Reconciliation man”

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CONTEXT IN TRANSFORMING A CONTINENT

The preamble to the Constitution calls on the

Government to:• Heal the divisions of the past and establish

a society bas4ed on democratic values, social justice and fundamental human rights; and to

• Build a united and democratic South Africa

able to take its rightful place as a sovereign state in the family of nations.

It was on these injunctions on which Mandela focused so successfully. Fotr this he has been

honoured at home and abroad as a nation

builder, a uniting force, a reconciler and a magnanimous leaders with an extraordinary heart, who made a point of reaching out to his adversaries.

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This is a typical slide

Illuminating the needs of the “hopeless” Continent

Pres. Mbeki’s brainchild

CONTEXT INTRANSFORMING A CONTINENT

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“According to the traditional paradigm, the incorrect proposition is made that Africa will succeed only if the north

increases charitable donor aid to fill the African begging bowl.

Fortunately, the G-8 has understood Africa’s rejection of this relationship.”

(President Thabo Mbeki, 3 July 2002)

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“ I am an African!”

President Thabo Mbeki

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Our country, through President Thabo Mbeki, has been in the forefront of the creation of the African Union and in the conception and promotion of the

New Partnership for Africa's Development and African Renaissance. We will be home to the African

parliament. That is a remarkable turnaround. The ugly caterpillar has metamorphosed into a beautiful butterfly. South

Africans proclaim their national identity proudly. (Extract from Archbishop Desmond Tutu's Nelson Mandela Lecture: November 2004)

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“ … to be a true African is to be a rebel in the cause of the African

renaissance, whose success in the new century and millenium is one of the great historic challenges of

our time”

President Thabo Mbeki

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CONTEXT RESPONSE

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CONTEXT RESPONSE

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CONTEXT RESPONSE

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CONTEXT RESPONSE

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CONTEXT RESPONSE

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CONTEXT RESPONSE

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CONTEXT RESPONSE

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CONTEXT RESPONSE

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CONTEXT RESPONSE

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CONTEXT RESPONSE

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CONTEXT RESPONSE

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CONTEXT EXAMPLES

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CONTEXT EXAMPLES

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“The Kananaskis conference will go down in history as a defining

moment in the process both of the evolution of Africa and the birth of a

more equitable system of international relations.”

President Thabo Mbeki (27 June, 2002)

Mbeki gets approval from G8


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Of all the commendable things Mbeki did during his presidency,

what loomed highest was his African Renaissance vision,

which had already taken root with programmes such as NEPAD and the APRM.

No one – not even his worst

enemies – would be able to take this away from him. (Chikane: 2012: 45)

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History will show that Mbeki carried the flag of success and was tripped just before crossing the winning line

because of internal party dynamics and not governance or policy issues.

When the dust has finally settled I believe that the valley of the shadow

of Polokwane - that dark cloud – will not forever cover the hills of success Mbeki scaled. The time will come when these successes will be celebrated. (Chikane: 2012: 89)

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Rev Chikane, responding to a question asking him to compare former president Thabo Mbeki’s

leadership to that of Mr Zuma.

"I would like to avoid doing

comparisons with a sitting president,"

he replied. He, however, said Mr

Mbeki was "on another level" going on

to refer to his educational

qualifications.

Mr Mbeki has a master of economics

degree from the University of Sussex.

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CONTEXT IN TRANSFORMING THE WORLD

US President Barack Obama (L) bows as he shakes hands with Japanese Emperor Akihito (C)

Is Obama obeisant or is this act a symbolic form of

contrition and reconciliation for the public disdain and

humiliation of Emperor Hirohito by General Douglas MacArthur after the

surrender of Japan in 1945?

Then untidily clad MacArthur met immaculately dressed Hirohito, saying in effect: “ I

am MacArthur, Supreme Commander of the Allied

Forces, and I am the boss.”

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CONTEXT IN TRANSFORMING THE WORLD

General Douglas Mac Arthur and Emperor Hirohito (Source: Google)

The emperor of Japan came to have a

conference with General MacArthur.

MacArthur, before the meeting, told the Emperor that they were to take one

picture.

This photograph, which was published in

the local Japanese newspapers, was very shocking. It shows MacArthur in an open

shirt with "No neck tie," as the Japanese

press said, towering over the little man

who was the "larger than life" Emperor.

The Emperor, whose image was very impressive to the Japanese people before

this photograph, appeared meek and little

in comparison to MacArthur, who was the

symbol of American influence in Japan.

The picture also signified that MacArthur would stand by the Emperor, who was

possibly going to be tried for war crimes.

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TO REINVENT YOURSELF

AND TO BUILD THE MUSCLES

To make the impossible happen

The challenge is

Business

Context is powerful. Good strategy is impossible without a deep understanding of the context in which strategising occurs