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Major Leadership Challenges in Organizations. Sahar Radwan-Kamaly Hadi Mohamed Salem Lucille Perreault Alanna Racine Florentina Macovei Pierre Page Azzam Abuelhassan. Agenda. Case study objective Review of leadership approach Silicon Pro – Start up Intelerad – Growth

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Major leadership challenges in organizations

Major Leadership Challenges in Organizations

Sahar Radwan-Kamaly

Hadi Mohamed Salem

Lucille Perreault

Alanna Racine

Florentina Macovei

Pierre Page

Azzam Abuelhassan


Agenda
Agenda

  • Case study objective

  • Review of leadership approach

    • Silicon Pro – Start up

    • Intelerad – Growth

    • HP – Mature

  • Conclusion and recommendations


Case study objective
Case Study Objective

  • Effectively recognize, analyze and present the various leadership styles within the life cycles of an organization

  • Review the leadership styles and approaches of three high tech businesses

  • Determine the leadership impact on the organizational structure, incentive plan, decision making process and culture


Leadership
Leadership

  • The ability to positively influence people and systems to have a meaningful impact and achieve results

  • “Leadership is the art of accomplishing more than the science of management says is possible.” ( Collin Powells)


Leadership competencies

Setting and sharing a vision

Change agent

Focusing on the customer

Supporting teams and groups

Sharing information

Solving problems, making decisions

Responsible and accountable

Ethical

Passionate

Leadership Competencies


SiliconPro

Company profile

  • Founded in 2003 - Kanata

  • Consulting company focuses on:

    • Provides wide range of IC ( Integrated Circuits )

    • Design services and IC infrastructure components

    • Presently has two contracts and developing two products

  • No profit during the first two years

  • 8 employees including the president

  • Key client - Nortel



Strategy

  • To create and optimize circuits for clients at a reduce cost to accelerate the development process of complex ASIC (Application Specific Integrated Circuit)

  • SiliconPro helps its clients achieve 10% of their design efficiencies of final timing targets


Culture/Leadership Strategy

Organizational Life Cycle

Transformational (revolutionary)

  • Leadership Style

  • Directive

  • Organizational Culture

  • Production

  • Leadership Style

  • Logical

  • Organizational Culture

  • Quality

  • Leadership Style

  • Supportive

  • Organizational Culture

  • Supportive

  • Leadership Style

  • Inspirational

  • Organizational Culture

  • Creative

Transactional (evolutionary)

Product Differentiation

Focus

Niche

Cost Focus

Cost Leadership


Staffing Strategies

Organizational Life Cycle

  • Specialists

  • Risk avoiders

  • Anticipative

  • Process motivated

  • Predictable

  • Change resistant

  • Discipline

  • Functional differentiation

  • Risk containment

  • Proactive but reactive

  • Change questioning

  • Discipline by route

  • Functional grouping

  • Risk reduction

  • Some planning

  • Results/process tradeoffs

  • Change accepting

  • Team discipline

  • Generalists

  • Risk takers

  • Reactive

  • Improvisers

  • Results motivated

  • Change promoting

  • Undisciplined

Product Differentiation

Focus

Niche

Cost Focus

Cost Leadership


Organizational Structure

  • Entrepreneurial: Flat structure representative of a start up company

  • Technology: Simple

  • Environment: unstable, highly uncertain


Culture and leadership

Quality

Creative

Risk Taking

Production

Supportive

Team Work

Technical

Social

Organizational Culture


Conclusion &recommendation

Appropriate

Caution

Risky


Intelerad company profile

Industry: Medical Devices (radiology)

Headquarters: Montreal

Founded: 1999

Company type and size: Private, 200 employees, growth

Products:

Picture Archiving Computing System (PACS)

Teleradiology Systems

Service:

Customer care and support 24/7

Solution to manage multiple workflows across numerous facilities (i.e. private radiology clinics or multi-site hospitals)

Intelerad Company Profile


Background opportunity

PACS created: Montreal General Hospital, associated with McGill University

Business opportunity: hospitals eager to leave radiology films behind

Founders of Intelerad: leaders in computer science engineering and biomedical engineering (employees of Montreal General Hospital and McGill University)

Intelerad branding: data migration, integration, product architecture and user-friendliness

Ranked #1 two years in a row (2007/2008) the KLAS Ambulatory Award

Background/opportunity


Overview
Overview McGill University


Market environment

Market Segment: McGill University

Private radiology clinics and mid size hospitals

Market Advantage:

Commitment to innovation and attention to customer feedback

Global market for PACS is expected to reach $4.4 billion by 2010 (growing market)

#1 in the ambulatory radiology market

Market Environment


Growth
Growth McGill University

Intelerad Medical Systems ranks among the 2008 Deloitte Technology Fast 50 listing of the fastest growing Canadian technology companies

With over 500 installations worldwide, Intelerad excels at handling the demands of wide area networks and complex workflows

Revenues

2009

1999


Executive McGill University

Organizational Chart


Board of directors
Board of Directors McGill University


Strategy
Strategy McGill University

First and foremost “Innovators”

Joint venture alignment (to support turn key solutions)

Invest

in S&M

Invest

in R&D

Create & stabilize support model


Leadership & Culture Follows Strategy McGill University

Organizational Life Cycle

Transformational (revolutionary)

  • Leadership Style

  • Directive

  • Organizational Culture

  • Production

  • Leadership Style

  • Logical

  • Organizational Culture

  • Quality

  • Leadership Style

  • Supportive

  • Organizational Culture

  • Supportive

  • Leadership Style

  • Inspirational

  • Organizational Culture

  • Creative

Transactional (evolutionary)

Product Differentiation

Focus

Niche

Cost Focus

Cost Leadership

2014-10-14

23


Leadership staffing follows strategy
Leadership & Staffing Follows Strategy

Organizational Life Cycle

  • Specialists

  • Risk avoiders

  • Anticipative

  • Process motivated

  • Predictable

  • Change resistant

  • Discipline

  • Functional differentiation

  • Risk containment

  • Proactive but reactive

  • Change questioning

  • Discipline by route

  • Functional grouping

  • Risk reduction

  • Some planning

  • Results/process tradeoffs

  • Change accepting

  • Team discipline

  • Generalists

  • Risk takers

  • Reactive

  • Improvisers

  • Results motivated

  • Change promoting

  • Undisciplined

Product Differentiation

Focus

Niche

Cost Focus

Cost Leadership


Leadership, Structure Follows Strategy

& Decision making


INFORMATION,DECISION MAKING FOLLOWS STRATEGY Follows Strategy

Organizational Life Cycle

  • Proactive

  • Deductive

  • Structured process

  • System based

  • Internal focus

  • Deliberate

  • Continuous

  • Compartmentalized

  • Planning and guessing

  • Experience anchored

  • Formal systems and executive by function

  • More internal

  • Organized

  • Regular silos emerging

  • Some planning

  • Experience based

  • Formulize by functions

  • More organized

  • Regular sharing by skills and functions

  • Reactive

  • Inductive

  • Informal

  • External focus

  • Spontaneous

  • Sporadic

  • Widely shared

Product Differentiation

Cost Focus

Cost Leadership

Focus

Niche


Incentive plans

Staff and Mgmt: calculated annually based on individual and corporate results (3 – 4 %)

Sales Personnel: calculated quarterly based on sales results

National benchmarking salaries and incentives (targeting 50 – 70 percentile)

Staff option plans ??? Phasing out next 3 – 4 years

Incentive Plans

2014-10-14

27


Structural style
Structural Style corporate results (3 – 4 %)

Organizational Life Cycle

  • Lack of Market Research (Adapt)

  • SBU

  • Matrix

  • Lack of Market Flexibility (Control)

  • Divisional Structure

  • Lack of Market Fit (Align)

  • Functional bureaucratic

  • Lack of Market Match (Invent)

  • Entrepreneur

Product Differentiation

Focus

Niche

Cost Focus

Cost Leadership

2014-10-14

28


Centre of gravity
Centre of Gravity corporate results (3 – 4 %)

Supply Flow

  • Both a manufacturer of our product and a service delivery organization

  • Intelerad is a “Customer Oriented” organization


Conclusion &recommendation corporate results (3 – 4 %)

Appropriate

Caution

Risky


HP corporate results (3 – 4 %)

company profile

  • Founded in 1939

  • Technology solutions provider to: consumer , business and institution globally

  • Leading global provider in computing, imaging solutions and services for business and home services

  • Market leader in printers and low-end servers, but trails Dell in PCs and IBM in services

  • World’s largest IT companies- Revenue totaling $113.1 billion at and 325,000 employees

  • Strategic Advantage – leader in providing mission-critical services and support across all operating systems and to IT infrastructure, including storage, system software, and the network


Overview1
Overview corporate results (3 – 4 %)


Core business segments
Core Business Segments corporate results (3 – 4 %)

2007 Revenues of Business Segment

  • Technology Solutions Group (TSG)

  • - Enterprise Storage and Servers (ESS)

  • - HP Services (HPS) – Consulting, Outsourcing services, Personal Systems Group (PSG) 

  • Imaging and Printing Group (IPG)

  • HP Financial Services (HPFS)


Strategic alternatives
Strategic Alternatives corporate results (3 – 4 %)

Snapfish

Restructuring

7-company Acquisitions

Divestiture

Horizontal Integration – Acquisition/Merger

R&D center expanding


Hp financials
HP Financials corporate results (3 – 4 %)

  • Profitability

    • Profit Margin (ttm): 6.78%

    • Operating Margin (ttm): 9.18%

  • Management Effectiveness

    • Return on Assets (ttm): 6.87%

    • Return on Equity (ttm): 20.77%

  • Income Statement

    • Revenue Per Share (ttm): 48.537

    • Revenue Growth (lfy)³: 1.20%

    • Gross Profit (ttm)²: 28.77B

    • EBITDA (ttm): 14.72B

    • Diluted EPS (ttm): 3.20

  • Balance Sheets

    • Total Cash Per Share (mrq): 4.696


Executive corporate results (3 – 4 %)

Organizational Chart


Bill hewlett david packard
Bill Hewlett & corporate results (3 – 4 %) David Packard

1938 – 1997


Carly fiorina
Carly corporate results (3 – 4 %) Fiorina

1999 to 2005


Mark hurd
Mark corporate results (3 – 4 %)Hurd

2005 till Now


Leadership follow culture
Leadership corporate results (3 – 4 %) Follow Culture

Organizational Life Cycle

  • Leadership Style

  • Directive

  • Organizational Culture

  • Production

Transformational (revolutionary)

  • Leadership Style

  • Logical

  • Organizational Culture

  • Quality

  • Leadership Style

  • Supportive

  • Organizational Culture

  • Supportive

  • Leadership Style

  • Inspirational

  • Organizational Culture

  • Creative

Transactional (evolutionary)

Product Differentiation

Focus

Niche

Cost Focus

Cost Leadership


Leadership, corporate results (3 – 4 %)

Structure, and Decision making


Leadership staffing and incentives
Leadership, staffing, corporate results (3 – 4 %)and Incentives


Hp training
HP Training corporate results (3 – 4 %)

  • Training

  • HP committed to the development of each employee

  • HP Certified Professional Program

  • HP Partner Learning -Partner training - Certification - Service qualification

  • Leaders – training Leaders program

  • E- learning tools


Benefits and incentives
Benefits and Incentives corporate results (3 – 4 %)

  • HP benefits

  • Stay healthy and secure (medical benefits, insurance

  • Achieve your retirement and financial goals

  • Enjoy time away from work – payed vacation

  • Educational Program

  • Travel and others discounts


Information Decision Making corporate results (3 – 4 %)

Analytic(Achievement)

Conceptual(Recognition)

LowStructure

Directive(Power)

Behavioral(Affiliation)

HighStructure

Task

People

VALUES ORIENTATION


STRUCTURE FOLLOWS STRATEGY corporate results (3 – 4 %)

  • SBU/ Matrix

Divisional

Structure

  • Functional

  • Structure

Entrepreneur

Product Differentiation

Focus

Niche

Cost Focus

Cost leadership


INFORMATION/DECISION MAKING FOLLOWS STRATEGY corporate results (3 – 4 %)

  • Proactive

  • Deductive

  • Structured process

  • System based

  • Internal focus

  • Deliberate

  • Continuous

  • Compartmentalized

Organizational Life Cycle

  • Planning and guessing

  • Experience anchored

  • Formal systems and executive by function

  • More internal

  • Organized

  • Regular silos emerging

  • Some planning

  • Experience based

  • Formulize by functions

  • More organized

  • Regular sharing by skills and functions

  • Reactive

  • Inductive

  • Informal

  • External focus

  • Spontaneous

  • Sporadic

  • Widely shared

Product Differentiation

Cost Focus

Cost Leadership

Focus

Niche


Center of Gravity corporate results (3 – 4 %)

HP Computer Services

HP Printing

Servers


Summary corporate results (3 – 4 %)


Hp strategies for the future
HP strategies corporate results (3 – 4 %)for the Future

Focusing in services and in special in cloud computing

Spin off the computer division

Management pay attention to people and innovation and stop cutting cost

Introduce Ethics and Morale when Executive compensation are calculated

Returning to the HP Way when company innovate and have new product for market

Continuing focusing in customer and quality of the products


Conclusion &recommendation corporate results (3 – 4 %)

Appropriate

Caution

Risky


Leadership is not a rank privilege titles or money it is responsibility
"Leadership is not a rank, privilege, titles, or money. corporate results (3 – 4 %)It is responsibility."

Colin Powell


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