1 / 112

Strategic Leadership Practices for Building Trust and Delivering Business Value

Learn how to make effective decisions, foster a culture of trust, and deliver valuable outcomes in strategic leadership practices. Explore the applications of collaboration, problem-solving, and considering risks. Understand the importance of decision-making and when to step up or step back in leadership roles. Identify the key factors in valuing business inputs and calculating costs and benefits. Develop a purpose-based alignment model to drive innovation and sustainable competitive advantage.

kaymiller
Download Presentation

Strategic Leadership Practices for Building Trust and Delivering Business Value

An Image/Link below is provided (as is) to download presentation Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author. Content is provided to you AS IS for your information and personal use only. Download presentation by click this link. While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server. During download, if you can't get a presentation, the file might be deleted by the publisher.

E N D

Presentation Transcript

  1. leadership practices applications collaboration decision making stepup,stepback consideringrisk problemsolving culture oftrust

  2. decision making

  3. what dowe do? when dowe do it? when do we decide?

  4. leaders must …

  5. delivertheright product • Build Trust?

  6. Never or Rarely Used: 64% Always or Often Used: 20% Rarely 19% Sometimes 16% Often 13% Never 45% Always 7% Standish Group Study, reported by CEO Jim Johnson, XP2002

  7. and …

  8. consistentlydeliver business value

  9. deliver value? what’sthat?

  10. Costs Business Value Defining Value calculation Value Calculation Benefits

  11. Estimate Business Value Valuing the Inputs calculation Value Calculation Guess

  12. we need some help !

  13. Business Value Model Purpose Considerations Costs and Benefits

  14. where do we start?

  15. Mission Vision Values Strategic Intent ~ Strategy~Purpose Strategic Long-Range Goals Start Here SWOT / 5Q Annual Objectives Action Plans (what, who, when) Tactical Individual Business Objectives

  16. Purpose Based Alignment Model High Partner? Differentiate Market Differentiating Who cares? Parity Low High Low Mission Critical

  17. Purpose Based Alignment Model High Do we take this on? Innovate, Create Market Differentiating Achieve and Maintain Parity, Mimic, Simplify Minimize or Eliminate Low High Low Mission Critical

  18. How about an example? financial documentation system

  19. 3,000 functions!

  20. Purpose Based Alignment Model High Anything here? What goes here? Market Differentiating Anything here? Most are usually here. Low High Low Mission Critical

  21. 350 differentiators

  22. focused on differentiators simplified the rest

  23. results: better product cut time by 50% 60% cost reduction

  24. Strategy? High Partner? Differentiate Market Differentiating Who cares? Parity Low High Low Mission Critical

  25. strategy = sustainable competitive advantage • Sustainable • Competitive advantage

  26. the 5 questions: 1. Whom do we serve and what do they want and need most? 2. What do we provide to help them? 3. What is the best way to provide this? 4. How do we know we are succeeding? 5. How should we organize to deliver?

  27. the “billboard”test…

  28. You Think My Products Are Good? You Should See My Chart of Accounts!

  29. We invest more in our WMS than we do in product development

  30. “To be thelow cost airline.” - Southwest Airlines

  31. “Will this help us bethelow cost airline?” - Southwest Airlines

  32. strategy creates decision filters

  33. decision filters: make dailydecisions schedule projects what to develop

  34. cascade decision filters throughout organization

  35. How about another example? single purchase, multiplecredit cards

  36. requires customization

  37. High Differentiate Market Differentiating OR Parity Low High Low Mission Critical

  38. High Differentiate Market Differentiating Low High Low Mission Critical

  39. pass the “billboard”test?

  40. A fist full of credit cards

  41. Give Me Your Tired, Your Poor, Your Maxed Out Credit Cards

  42. treatexceptionsasexceptions

  43. caveats

  44. Managing Risks List Three Professional Options commonsensenot common practice

  45. parityismission critical

  46. purpose is not priority

  47. Differentiating changes over time

  48. Leadership Influence innovate!

  49. Start Up Exercise: Pick a project. Practicum Pick an objective, a brand, or a project.

  50. What is the purpose? High Partner? Differentiate Market Differentiating Who cares? Parity Low High Low Mission Critical

More Related