Strategy for the Top by Bob de Wit - Crowdale.com

Strategy for the Top

CROWDALELeading In Online Executive Education

Strategy For The Top

Prof. dr. Bob de WitProfessor of Strategic Leadership, Nyenrode Business UniversityDirector, Strategy Works / Strategy Academy

© Strategy AcademyPage

Bob de Wit§ Professor of Strategic Leadership, Nyenrode Business University§ Honorary Professor Maastricht School of Management§ Director, Strategy Works / Strategy Academy§ MA in psychology, MSc & PhD in Management Sciences

§ Journal of Change Management Editorial Advisory Board Member§ Strategic Management Society Best Paper Review Committee§ Former Chairman, VSB (Dutch Society of Strategic Management)§ Co-author Strategy Process Content, Context & Strategy Synthesis

§ Born and raised in Rotterdam§ Teaching experience in 44 countries§ Married, one daughter



Flagship publications

“The authors carefully guide the readers through the many, often conflicting, perspectives in the field of strategy, in order to help them become critical and creative strategic thinkers”.



Next Level of Leadership

§ Higher expectations and pressure on improved results;§ Higher levels of complexity and ambiguity;§ Increased information overload;§ Incompatible and even contradicting information;§ And a variety of opinions and perspectives…..

…require effective leadership and leaders who stretch their ‘glass ceilings of leadership’ on permanent basis



Key Learnings

After this lecture you will:

Ø Know what the important barrier is to reach the top;

Ø Understand what it takes to stretch your own glass ceiling;

Ø Be able to decide whether you are willing to reach your next level;

Ø Order the series of Crowdale lectures (we hope)



Key Question to Reach the Top

WHAT CREATES THE GLASS CEILING OF LEADERSHIP?



From ‘my perspective’ to ‘bridging’

RationalReasoningPerspective

GenerativeReasoningPerspective

Great leaders:

‘Great’ leaders have the ability and capabilities to bridge differences of opinion, preference and interests at a higher level’ (Collins & Porras)

21ST Century leaders

‘This goes beyond professional competence. It relates to personal development objectives and ambitions’ (Trompenaars & Hampden-Turner)

Strategic Leaders:

‘Strategic leaders have the ability and capabilities to apply ‘great’ leadership principles on strategic issues and tensions’ (De Wit & Meyer)



At the top, issues are paradoxes, not puzzles

Engineering

Economizing

Politicizing

Strategizing



Poll Question

Do you think that the great leaders of today distinguish themselves with others by being able to managing tensions and paradoxes?

1. Yes

2. No



Example: Corporate Level Strategy Perspectives

Portfolio OrganizationPerspective

Integrated Organization Perspective

Synergy:

Multi-business companies must exploit synergies between businesses to create competitive advantage.

Multi-country companies must exploit global synergies to create competitive advantage.

Responsiveness:

Businesses must remain responsive to market changes.

Businesses must remain responsive to local differences

Synergy

Responsiveness



Strategic leaders take a dialectical approach

Range of ideas

Points of contention

Stimulus for bridging

Stimulus for creativity

Presenting opposite perspectives frame the full set of views that exist on the topic

The ´contrast function´ of opposite ideas is that it brings points of contention into sharper focus

The ´integrative function´ of presenting opposite ides is that it stimulates readers to seek a way of getting the best of both worlds

The ´generative function´ of presenting opposite ideas is that it stimulates innovative ideas



Poll Question

I am capable to reach the top

1. Yes

2. No



Key principles for leadership at the Top

Stretching your ‘glass ceiling of leadership’ means:

• Deciding it is worth giving up mental seatbelts

• Knowing yourself and accepting the way it is

• Overcoming your own perspective (opinion, interest, preference, etc)

• Understanding others’ perspectives (strengths, advantages)

• Embracing the differences (great you’re different, let’s explore)

• Developing capabilities to bridge differences and contradictions



Strategic Thinking

Organizational Purpose

International Context

Organizational Context

Industry Context

Network Level Strategy

Corporate Level Strategy

Business Level Strategy

Strategic Change

Strategy Formation

Logic Creativity

Profitability Responsibility

Globalization Localization

Control Chaos

Compliance Choice

Competition Cooperation

Responsiveness Synergy

Markets Resources

Revolution Evolution

Deliberateness EmergenceStrategyProcess

Purpose

StrategyContext

StrategyContent

Section Chapter Topic Strategy Tension

Leaders Dealing with Strategic TensionsCROWDALELeading In Online Executive Education


Strategic Goals

Core Interests

Core Values

Personal Malleability

Personal Competence

Interpersonal Influence

Interpersonal Control

Org. Decision-making

Organizational Composition

Strategy Continuity

Ambition Realism

Self-actualization Service

Wealth Health

Authenticity Adaptation

Thought Action

Challenge Appreciation

Tasks Conditions

Direction Participation

Unity Diversity

Exploitation Exploration

Purpose

Section Chapter Topic Leadership Tension

Personal

Interpersonal

Strategic

Strategists Dealing with Leadership Tensions

Organizational


-‐ Course -‐ Strategy for the Top

Course Strategy for the Top

• Start: 20 november / 5 weeks

• Audience: C-‐level, partners, business owners, entrepreneurs, future board members

• 4x live webinars

• Weekly assignments

• Books included

• Costs: € 995,-‐

20 november, 20.00-21.30 Key Strategic & Leadership Issues27 november, 20.00-21.30 Perspectives on Corporate Strategy11 december, 20.00-21.30 Improve Innovativeness18 december, 20.00-21.30 Corporate Responsibility & Social Media

About the book

Strategy: Process, Content, Context4th Edition

Bob de Wit and Ron Meyer9781408019023

http://cws.cengage.co.uk/templates/index.htm

http://cws.cengage.co.uk/templates/index.htm

http://edu.cengage.co.uk/instructors/product.aspx?isbn=1408019027




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