1 Chapter Thirteen Strategic Leadership and Knowledge Management © 2010 Cengage Learning. All...
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Transcript of 1 Chapter Thirteen Strategic Leadership and Knowledge Management © 2010 Cengage Learning. All...
1
Chapter Thirteen
Strategic Leadershipand Knowledge
Management
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
2
Learning Objectives
Describe the nature of strategic leadership.
Explain how to use the SWOT model to assist in strategic planning.
Identify a number of current business strategies.
Describe how leaders contribute to the management of knowledge and the learning organization.
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
3
The Nature of Strategic Leadership
Strategic leadership is the process of providing the direction and inspiration necessary to create or sustain an organization
Strategic leadership is the process of providing the direction and inspiration necessary to create or sustain an organization
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
4
Figure 13-1 Components of Strategic Leadership
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Five Components of Strategic Management
1. Thinking at a cognitively high level2. Gathering multiple inputs from
many sources3. Anticipating and creating a future;
setting the direction towards that future
4. Adopting a revolutionary or contrarian outlook
5. Ultimately, creating a VISION
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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SWOT Analysis
Examines the interaction between the organization or group and its external marketplace
Strategic planning often takes the form of a SWOT analysis, a method of considering Strengths, Weaknesses, Opportunities, and Threats in a particular situation
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Examples of SWOT Elements
Strengths: Favorable location, talented workers, state-of-the-art equipment
Weaknesses: Unfavorable location, outdated equipment, limited capital
Opportunities: Culturally diverse customer base, changes in technology, deregulation
Threats: E-commerce, declining market, new competitors
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Business Strategy Levels
Corporate-level strategy asks, “What business are we in?”
Business-level strategy asks, “How do we compete?”
Functional-level strategy asks, “How do we support the business-level strategy?”
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Sample Strategies
Differentiation Cost leadership Focus or niche High quality Imitation Strategic alliances Growth through acquisition
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Sample Strategies (cont’d)
High speed and first-mover strategy Product and global diversification Sticking to core competencies Brand leadership Creating demand by solving
problems Competitive advantage through
hiring talented people
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
11
Knowledge Management andthe Learning Organization
Knowledge management (KM) is a concerted effort to improve how knowledge is created, delivered, and applied
Knowledge management helps create a learning organization. A learning organization is skilled at creating, acquiring, and transferring knowledge, and at modifying behavior to reflect new knowledge and insights
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Knowledge ManagementThree Components
1. Knowledge creation spurs innovation, e.g., training, seminars, professional development, degree completion
2. Knowledge dissemination allows workers access to key information and support, e.g., intranets, web portals, databases
3. Knowledge application helps workers apply learning to their jobs, e.g. mentoring, shadowing, on-the-job training, workshops
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Figure 13-2 Where Corporate Knowledge
Lives
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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General Format of KM Programs
Sophisticated computer-based systems
Interactive technology Videoconferencing technology Sharing anecdotes through these
systems and channels
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Pitfalls of KM Programs
There is a human tendency to hoard information
Workers prefer face-to-face sharing versus entering data into a computer
Data entry can undermine the intuitive spark often created through interpersonal interactions
It is difficult to decipher what information is truly useful
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Initiatives to Enhance Organizational Learning
Create a strategic intent to learn Create a shared vision Empower employees to make
decisions and seek continuous improvement
Develop systems thinking Encourage personal mastery of the
job
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Initiatives to Enhance Organizational Learning (cont’d)
Encourage action learning Learn from failure Encourage continuous
experimentation Develop political skills to make
connections with and influence others Encourage creative thinking
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Summary
Strategic leadership deals with the major purposes of an organization or organizational unit
Five important components of strategic leadership include high-level cognitive ability, multiple inputs to strategy formulation, anticipating and creating a future, revolutionary thinking, and creation of a vision
© 2010 Cengage Learning. All Rights Reserved. May not be scanned, copied or duplicated, or posted to a publicly accessible website, in whole or in part.
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Summary (cont’d)
Strategic planning often takes the form of a SWOT analysis
Strategic leaders use many different types of business strategies
Leaders must help their organizations adapt to the environment by taking initiatives to create a learning organization