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Rector Workshop #1: Moving from Strategic Planning to Execution Dr. Dan Shunk, ASU Professor of Industrial Engineering PowerPoint Presentation
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Rector Workshop #1: Moving from Strategic Planning to Execution Dr. Dan Shunk, ASU Professor of Industrial Engineering VULII – Year 1 Conference. Let’s Begin with a Frank Discussion. You have heard the Pearson presentation

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slide1

Rector Workshop #1:

Moving from Strategic Planning to Execution

Dr. Dan Shunk, ASU Professor of Industrial Engineering

VULII – Year 1 Conference

let s begin with a frank discussion
Let’s Begin with a Frank Discussion
  • You have heard the Pearson presentation
  • What is the feedback? / What are the strategic challenges of this offer?
  • How do you propose to fold this into your Strategic Plans?
the strategic hand off
The Strategic Hand-off
  • Linking Strategic Planning with Action Planning:

What How

Goal

- Measurable Objective

with Criterion and Outcomes

Program Action

Required

Long Term

Near Term

Strategy

The Rectors Lead

The Deans Lead

vulii timetable
VULII Timetable
  • We have used 2012 - 2013 to educate and plan
  • We use 2013 – 2014 to put plans into action
    • We will have a 90 minute joint exercise with your Deans and other Leaders next
  • We measure results staring in 2014.
your role may change
Your Role May Change
  • From managing the creation of the strategic plan
    • To leading the plan execution
  • Execution overseer
  • Risk assessor
  • Resource provider / insight
  • Marketer, etc. etc.
      • And “growing” your successors
from peter drucker
From Peter Drucker
  • Successful leaders don’t start out asking…
    • “What do I want to do?”
  • Instead, they ask…
    • “What needs to be done?” (accountability)
  • Leaders have followers, by definition…
    • Charisma is overstated!!
    • Trustworthiness is fundamental!!
    • Values consistency is mandatory!!
questions
Questions???
  • Who has the responsibility for executing a successful strategic plan?
    • This you can’t delegate!
  • Who has the accountability for executing a successful strategic plan?
    • This you can’t delegate!
  • Who has the authority for executing a successful strategic plan?
    • But this you can delegate to some extent!!!
managers vs leaders
Managers

Focus on things

Do things right

Plan

Organize

Direct

Control

Follows the rules

Leaders

Focus on people

Do the right things

Inspire

Influence

Motivate

Build

Shape entities

Managers vs. Leaders
what leaders do
WHAT LEADERS DO...
  • Recruits, doesn’t just hire
  • Breathes vision into people
  • Models positive behavior
  • Challenges, provokes
  • Is intellectually stimulating
  • Doesn’t interfere, has courage to let it happen
  • Discovers talents
  • Builds the habitat for creativity
  • Instills ownership
i am going to present some leadership models
I Am Going to PresentSome Leadership Models
  • These are for you to CONSIDER
  • These are for you to EXERCISE when appropriate
  • There is NO Right Answer!!!
10 steps to effective leadership marshall loeb editor at large fortune magazine
10 Steps to Effective LeadershipMarshall Loeb- Editor-at Large, Fortune Magazine
  • Leading is not just managing
  • Leaders have a “sense of purpose”
  • Leaders have courage
  • Leaders are forceful
  • Leaders are consistent
10 steps to effective leadership marshall loeb editor at large fortune magazine1
10 Steps to Effective LeadershipMarshall Loeb- Editor-at Large, Fortune Magazine
  • Leaders are truthful even if it hurts
  • Leaders have only 1 or 2 “Big Themes”. Don’t try to do it all.
  • Leaders don’t have to pretend that all the ideas are theirs.
  • ****Leaders are made not born!******
  • Leaders all surround themselves with able, independent, self-assured people.
slide15

Blake & Mouton’s

Leadership Grid

There is NO Right Answer!!!

High

“High-High”

Democratic

leader

Autocratic

leader

Concern

for

Task

Laissez-faire

leader

Human relations

leader

Low

Low

High

Concern for People

hersey blanchard situational leadership model
Hersey-Blanchard Situational Leadership Model

There is NO Right Answer!!!

  • Delegating– Turn over decisions if followers are able, willing and confident
  • Participating – Share ideas if followers able, but unwilling and insecure
  • Selling – Explain decisions when followers are unable, but willing
  • Telling – Give instructions when followers are unable, unwilling and insecure
vroom jago leader participation model
Vroom-Jago Leader Participation Model
  • Authority decision – Made by leader and then communicated to the group
  • Consultative Decision – Made by leader after feedback from group members
  • Group Decision – Made by group only. Style in high-performance work teams

There is NO Right Answer!!!

which structure will work best
Which Structure Will Work Best?

There is NO Right Answer!!!

1. Team 2. Manager 3. Shared

Formation Centered Leadership

One on One

Supervision

Directs each

Member’s Work

Do What They

Are Told

Team Coordinator

Members are Goal Focused

Shared Leadership

Initiate Actions

Track Data

Lead Projects

Group Leader

Focus on Goals

Manage Group

Work Together

As a Group

Leader’s

Role

Team

Member’s

Role

slide19

Which Structure Will Work Best?

There is NO Right Answer!!!

4. Self - Directed 5. Self - Managed

Boundary Manager

Coaches Team

Manages Interface

Run Day - to - Day

Operation

Resource “Staff”

Provide Help on Request

Team is Accountable

for own work

change leadership
Change Leadership
  • The most challenging aspect of business is leading and managing change
  • The business environment is subject to fast-paced economic and social change
  • Modern business must adapt and be flexible to survive
  • Problems in leading change stem mainly from human resource management
change leadership1
Change Leadership
  • Leaders need to be aware of how change impacts on workers:
  • Series of self-esteem states identified by Adams et al and cited by Garrett
    • Adams, J. Hayes, J. and Hopson, B.(eds) (1976) Transition: understanding and managing change personal change London, Martin Robertson
    • Garrett, V. (1997) Managing Change in School leadership for the 21st century Brett Davies and Linda Ellison, London, Routledge
building brand equity
Building Brand Equity
  • In manufacturing we call this “Brand Equity”
  • Distinguish service from others in the market – Value proposition
  • The BOSE Value Proposition
    • BOSE is a famous maker of speakers
    • Had a plant in San Luis, Mexico
    • Decided to move the plant to China
    • Learned that San Luis offered a better Value Proposition
      • San Luis Minimized the “Total Landed Cost”
      • So BOSE moved the work back to San Luis
  • Align what you says about the brand in strategic positioning with what you actually deliver –
things to guard against
Things To Guard Against…
  • Should not be over-positioned
  • Should not be under-positioned
  • Should not be ambiguous
  • Should not promise irrelevant benefits
  • Promise should be credible
the value proposition
The Value Proposition
  • To sell a plan ~ there must be VALUE
    • Marginal Value >>> Marginal Cost
  • This last video introduces the concept of using the Business Plan ~ our Strategic Plans ~ to create a unique selling position.
we have now a framework for prioritization
We Have Now a Frameworkfor Prioritization

Goal

Strategies

For example: #1 – Achieve leadership development

1-2 Pursue large international funding to support

Actions / Tasks

Programs

1 - 2 – 1 Write proposal for Bi-national Science and Engineering

the prioritization
The Prioritization
  • At our Universities:
    • HCMUT : 1,2,3,6
    • HCMUTE : 1,2 3,6
    • CTU : 1,2,3
    • DUT : 1,3,6
    • HUST : 1,2,3
  • At our Vocational Colleges:
    • HVCT : 1,3,6
    • CTTC : 1,2,3
    • IUH : 2,3,6

Key:

Leadership

Faculty

Curriculum, Labs and Infrastructure

Distance Education

Diversity

English

no one is focused on diversity
No One is Focused on Diversity
  • Let’s use this as a Plan to Action template
  • Introducing Shunkson University!!!
    • Progressive university in Ho Chi Minh City
    • Focus on Process Improvement with curricula in:
      • Electrical Engineering
      • Mechanical Engineering
      • Computer Science
using the plan to action worksheet
Using the Plan-to-Action Worksheet
  • I have created a worksheet for the three exercises:
    • Exercise #1 – Please fill in Goal, Metrics and Column 1 Strategies You Are Pursuing
    • Exercise #2 – Please fill in columns 2, 3, and 4
    • Exercise #3 – Please fill in columns 5, 6, 7, and 8
  • My Hope is that by October you can have this type of template completed for all of your:
    • Goals / Strategies / Programs / Actions / Plans
closing remarks
Closing Remarks
  • I hope to return in October
  • Keynoting the IE Conference at HCMUT
  • Hopefully one day with the University Rectors
    • Would October 28 work for you?
  • Hopefully one day with the Voc College Rectors
    • Would October 29 work for you?
stephen covey s the 7 habits of highly effective people powerful lessons in personal change
Presentation by:

Dr. Scott Kunkel

Associate Professor

University of San Diego

Stephen Covey’sThe 7 Habits ofHighly Effective PeoplePowerful Lessons in Personal Change
the seven habits
The Seven Habits

Knowledge

(what to, why to)

Habits

Skills

(how to)

Desire

(want to)

slide40

Circle of Concern

Circle of Influence

slide41

Circle of Concern

Circle of Influence

starting with the end in mind
Starting with the End in Mind

An integrated definition of what the Task Force would like to be able to factually say about the CoE in 5 – 10 years:

  • The D&I CoE of CETYS University is a nationally and internationally recognized Center of Excellence, that generates innovative solutions to problems for regional industry and organizations, based upon a set of core components such as team of nationally and internationally recognized faculty and strategic linkage resources.
  • The D&I CoE of CETYS University develops applied research projects in the fields of engineering design, information technology, as well as organizational efficiency and productivity, with a group of research faculty with PhDs that work with graduate students on developing solutions to increase the competitiveness of regional industry and organizations.
  • The D&I CoE of CETYS University’s philosophy and work model is based upon organizational, financial, social and environmental sustainability.
time management matrix
Time Management Matrix

Urgent

Not Urgent

I

II

Activities:

Prevention, PC activities

Relationship building

Recognizing new opportunities

Planning, recreation

Activities:

Crises

Pressing Problems

Deadline Driven Projects

Important

IV

III

Activities:

Interruptions, some calls

Some mail, some reports

Some meetings

Proximate, pressing matters

Popular activities

Activities:

Trivia, busy work

Some mail

Some phone calls

Time wasters

Pleasant activities

Not Important

six paradigms of human interaction
Six Paradigms of Human Interaction
  • Win
  • Win/lose
  • Lose/Win
  • Lose/Lose
  • Win/Win
  • Win/Win or No Deal
slide51

Physical

Exercise, Nutrition

Stress Management

Mental

Reading, Visualizing

Planning, Writing

Social/Emotional

Service, Empathy

Synergy, Intrinsic Security

Spiritual

Value Clarification

& Commitment, Study

& Meditation

we have now a framework for prioritization1
We Have Now a Frameworkfor Prioritization

Goal

Strategies

For example: #1 – Achieve leadership development

1-2 Pursue large international funding to support

Actions / Tasks

Programs

1 - 2 – 1 Write proposal for Bi-national Science and Engineering

the prioritization1
The Prioritization
  • At our Universities:
    • HCMUT : 1,2,3,6
    • HCMUTE : 1,2 3,6
    • CTU : 1,2,3
    • DUT : 1,3,6
    • HUST : 1,2,3
  • At our Vocational Colleges:
    • HVCT : 1,3,6
    • CTTC : 1,2,3
    • IUH : 2,3,6

Key:

Leadership

Faculty

Curriculum, Labs and Infrastructure

Distance Education

Diversity

English

no one is focused on diversity1
No One is Focused on Diversity
  • Let’s use this as a Plan to Action template
  • Introducing Shunkson University!!!
    • Progressive university in Ho Chi Minh City
    • Focus on Process Improvement with curricula in:
      • Electrical Engineering
      • Mechanical Engineering
      • Computer Science
using the plan to action worksheet1
Using the Plan-to-Action Worksheet
  • I have created a worksheet for the three exercises:
    • Exercise #1 – Please fill in Goal, Metrics and Column 1 Strategies You Are Pursuing
    • Exercise #2 – Please fill in columns 2, 3, and 4
    • Exercise #3 – Please fill in columns 5, 6, 7, and 8
  • My Hope is that by October you can have this type of template completed for all of your:
    • Goals / Strategies / Programs / Actions / Plans
closing remarks1
Closing Remarks
  • I hope to return in October
  • Keynoting the IE Conference at HCMUT
  • Hopefully one day with the University Rectors
    • Would October 28 work for you?
  • Hopefully one day with the Voc College Rectors
    • Would October 29 work for you?