Thinking Strategically - NACM · The New Normal The Financial Paradigm of Global ... May 25th –...

Thinking Strategically

™

Syntesis Global 20/20 Leadership Series

Facilitator: Rick Hernandez

President & CEO

Syntesis Global, LLC

[email protected]

Copyright 2017. www.syntesisglobal.com 1

from the “Creating a Culture of Excellence - Winning Together” ™ Workshops

Specialized Management Consulting firm

Global expertise working with top Fortune 50/100/500 organizations within the public and private sectors

Executive Coaching, Leadership & Team Development, Change/Integration (M/A), Outplacement (Career Transition), HR Solutions

Industries served: Aerospace, Energy, Technology, Utilities,

R&D, Pharma/BioTech, Manufacturing, Financial, Healthcare

Seasoned consultants with international expertise

Hundreds of participants served annually

Syntesis Global™ LLC

2 Copyright 2017. www.syntesisglobal.com

1. The 5 Phase Strategic Journey

2. Components of Strategic Leadership

3. Identify Strategic Gaps

4. Syntesis Global Alignment Model

5. Elements of Strategic Thinking

Strategic Webinar Outcomes


People of accomplishment rarely sit back

and let things happen to them.

They go out and happen to things…

- Leonardo da Vinci

Thought for the day…


The New Normal

The Financial Paradigm of Global Business has Changed

Clear Leadership Communication is Vital to Success

Power of Strategic Vision is Key

Social Media: Differentiation is an imperative

Global Logistics & Supply/Chain (Off-Shoring)

Quantum & Disruptive Technological Advances

Unleashing the Power of People

Motivation & Morale are Essential

Strategic Alliances

Change Agents will Thrive

Career Instability


The Impact of Change Quarterly reporting

Threat of terrorism

Globalization

Integration

Bail-Outs

Corporate Governance

Regulations

Leadership

Wall Street Analysts

Financial Controls

Pressure on short term performance

Compliance

Pace of Change

Stockholder

Equity

Corporate Scandals

Middle East

Innovation

Technology & Science

Gov’t Intervention & Controls

Gov’t Grants

R&D

M&A Activity

Politics

Recession

Profitability

Trade Agreements Taxation

National Security

Risk

Growth

Quality

http://www.youtube.com/watch?v=0eUeL3n7fDs&feature=related

Union Negotiations

Automation

China

Competition

Service

Obamacare

FUNDING

DEBT

Foreign Debt

Covenants

6

FOREIGN POLICY

Credit Debt

Cash Optimization

Policies

Risk Management

EPA

OSHA

CONFIDENTIAL & PROPRIETARY. Copyright 2016. www.syntesisglobal.com

City Ordinances

COSTS

LABOR

http://images.google.com/imgres?imgurl=http://image.guim.co.uk/sys-images/Business/Pix/pictures/2007/12/20/BearStearns460.jpg&imgrefurl=http://www.charlesarthur.com/blog/index.php%3Fs%3Dcharlesarthur&h=276&w=460&sz=28&hl=en&start=6&um=1&tbnid=hUdVePVanbW50M:&tbnh=77&tbnw=128&prev=/images%3Fq%3Dbear%2Bstearns%2Bbrand%26um%3D1%26hl%3Den%26sa%3DN

http://images.google.com/imgres?imgurl=http://www.xplanefreeware.net/peter/legacy-planes/763/B767-300ER-American_Airlines.jpg&imgrefurl=http://www.xplanefreeware.net/forums/index.php%3Fact%3DPrint%26client%3Dprinter%26f%3D16%26t%3D1285&h=400&w=360&sz=37&hl=en&start=10&um=1&tbnid=oZfEXGk4koufeM:&tbnh=124&tbnw=112&prev=/images%3Fq%3Damerican%2Bairlines%26um%3D1%26hl%3Den

http://images.google.com/imgres?imgurl=http://abagond.files.wordpress.com/2008/09/lehman.jpg&imgrefurl=http://abagond.wordpress.com/2008/09/18/the-fall-of-lehman-brothers/&usg=__PI_W-6ORsRoAyj0nsGBbSJ_z72c=&h=322&w=500&sz=120&hl=en&start=7&um=1&tbnid=WoTTwrkTi5q6zM:&tbnh=84&tbnw=130&prev=/images%3Fq%3Dlehman%2Bbrothers%26hl%3Den%26rlz%3D1T4ADBF_enUS297US301%26sa%3DN%26um%3D1

http://images.google.com/imgres?imgurl=http://host1.bondware.com/~WestkyPolitics/files/image/aig%2520logo.gif&imgrefurl=http://host1.bondware.com/~WestkyPolitics/news.php%3FviewStory%3D866&usg=__TSwNptRU7-kE_yOvKadxeEow31Q=&h=284&w=424&sz=20&hl=en&start=6&um=1&tbnid=X2eIOA1Vyq0RpM:&tbnh=84&tbnw=126&prev=/images%3Fq%3DAIG%26hl%3Den%26rlz%3D1T4ADBF_enUS297US301%26um%3D1

http://images.google.com/imgres?imgurl=http://i-p-o.org/us-foreign-policy.jpg&imgrefurl=http://i-p-o.org/us-foreign-policy.htm&usg=__on0ltTYHG6RMaojiMuXcsDpwGro=&h=547&w=400&sz=58&hl=en&start=4&um=1&tbnid=sKWDrYF5D1q8KM:&tbnh=133&tbnw=97&prev=/images%3Fq%3Dforeign%2Bpolicy%26hl%3Den%26rlz%3D1T4ADBF_enUS297US301%26um%3D1

http://www.chrysler.com/en/

http://www.youtube.com/watch?v=0eUeL3n7fDs&feature=related

QUESTIONS?

What are the Implications for Leadership, Strategy & Direction, Planning, Risk Management and

Global Business Growth?


8

“Think Around the Corner ”

Your

COMFORT

Zone

Copyright 2017. www.syntesisglobal.com

1. What do you consider strategic?

2. How does one “become strategic?”

3. Why aren’t strategies more effective?

4. Who do you consider “strategic?”

5. Why do you choose this person?

9 9

Where’s the Strategic Gap?


1. Corporate Fatigue

10 Reasons Why Most Leaders Fail to Think Strategically:

1. Lack of Vision

2. Inability to tell a “Business Story”

3. Exposure (Segmentation)

4. Closing the “Obstacle Gaps”

5. Systemic Disequilibrium

6. Small & Short-term wins

7. Failing to create “Buy-In”

8. Lack of Passion

9. Failure to Re-calibrate

10. Intellectual Complacency


2. New Aspects of Leadership

Values

12

Value

Vision, Mission, Values, Goals

Internal Advocacy

Conscious Leadership® Frame-Work


Respect

Listening

Inquiry vs. Advocacy

No Blame/

No Fault

Collaboration

(Diversity)

Mentoring

Empathetic

Understanding

Trust

Positive Intent

Confidentiality

Win-Win

(Empowerment)

Direct to Source

Truth &

Information

Innovation &

Creativity

Integrity

Authenticity

Commitment

Roles &

Responsibilities

Consistency

Accountability

Dependability

Credibility

Communication

Clarity

Solutions-Focused

”No Surprises Rule”

”Buy-In”

Relationships

(Inclusivity)

Follow-Through

& Closure

Social Media

13

“Conscious Leadership” ® Values


14

3. S.W.O.T. Analysis


PRESENT

What’s Working…..

1. __________________

2. __________________

3. __________________

4. __________________

5. __________________

What’s not……….

1. ___________________

2. ___________________

3. ___________________

4. ___________________

5. ___________________

FUTURE

Targeted Performance Attributes

(Steps to “Close the Gaps”)

1. _________________

2. _________________

3. _________________

4. _________________

5. _________________

Execution Gap

15

Closing the Gaps


D G d

4. Alignment Model

16

Precision. Agility. Resilience.™


PRECISION Thought Leadership

AGILITY People Leadership

RESILIENCE Results Leadership

17

Syntesis Alignment Model The 3 Awareness’

Business Drivers

Financial Controls

& Reporting

Accountability

(Metrics)

Closing the Gaps

(Exposure)

Optimization

(Follow-up)

Commitment

Re-Calibration

Goal-Setting

Quality & Service

Imperative

Culture of Excellence

”Buy-In”

Interpersonal

Relationships

Performance

Management

Technology/Systems

Adaptability

Managing Change

Organizational

Alignment

Growth Objecitves

Leadership Vision

Trust, Support

Collaboration,

Communication

Systems &

Innovation

Empowerment


Strategic Planning Cycle


D G d

5. Elements of Strategic Thinking

19

Precision. Agility. Resilience.™


■ Business Plan (strategy) Discipline (3C’s)

■ Tools & Resources (Infrastructure)

■ Establish KPI’s / KRI’s

“Alignment”

Cultural

Alignment

Shift

in Perception

Critical Success

Factors (CSF’s)

■ Assessment (“Right People on the Bus?”)

■ Attitudes & Beliefs (“Buy-In”)

■ Fear Quotient (Communicate & Stabilize)

■ Vision, Mission, Values & Goals

■ Benchmarking: Define Direction

■ Know Your Audience (Cultural EQ)

20

Step 1: Organizational Audit


■ Clear Growth Strategy (Quality, Costs & Service)

■ Financial Excellence (Accountability)

■ Leadership Authenticity (Credibility)

■ External Business Relationships (Influence)

■ Leadership Development (Coaching)

■ Value Creation (Technology & Innovation)

■ Roles & Responsibilities (Knowledge Transfer)

■ Performance (Talent) Management

■ Promote Teamwork, Trust, Partnering

■ Inclusion: Stake-Holder Empowerment

“Creativity”

Performance

Goals

Organizational

Goals

Business

Goals

Step 2: Strategic Execution


■ Drive Operational Efficiencies (Metrics)

■ Innovation (ROI/ROT)

■ Financial Responsibility & Reporting

“Sustainability”

Precision

Agility

Resilience

■ Communication Road-Map (≠ SILO’S)

■ Cost Containment, Quality & Reliability

■ Process, Policies & Systems Congruency

■ Value Proposition

■ End in Mind (CSF’s)

■ Sense of Purpose (Motivation & Morale)

22

Step 3: Strategic Discipline


1. Align: Through Conscious Leadership® principles, engage stakeholders to understand change.

Manage differences and create “buy-in” to ultimately drive the organization forward. Rally team

around a compelling strategic vision, mission, values & goals. Ensure resources, commitments

and accountability metrics are in place.

2. Anticipate: “Think Around the Corner.” Imagination & Adaptation. Embrace uncertainty &

embrace others’ POV. Be vigilant. Think - Innovation & Trends.

3. Persistent: Challenge assumptions. Ask the “right questions.” Examine uncertainty. Reframe

problems & root cause. Think Discipline & Flexibility.

4. Interpret: Be curious. Connect multiple data points in new and insightful ways to make sense of

complex, ambiguous situations. Use both analytic reasoning and seasoned intuition.

5. Decide: Critical decision-making. Courage. Make tough choices. Balance long-term investment

for growth & development with short-term pressure for results. Balance speed and options when

making complex decisions.

6. Learn: Be excited. Reflect on successes and failures. Learn from interactions with

internal/external stakeholders. Be innovative. Follow-up & focus on positive momentum.

23

Conscious Leadership® Resiliency Map Summary


Conclusion

24

“Conscious Leadership”® = Choice

Know your audience (business story/3 C’s)

Cultivate credibility & trust

Principles to Remember:

People “Buy-In” = Margins & Market Share

Organizational Sovereignty

Commitment: Reinforce learning/Follow-up

Positive Momentum: “Believing is Seeing”


April 20th - Adapting to New & Demanding Roles

May 25th – Thinking Strategically

July 27th – Building Relationships with Key Stakeholders

August 31st – Executive Decision Making

September 28th – Driving Accountability

October 26th – Driving Change and Executing Plan

November 30th – Conflict Resolution

Upcoming Events:

Contact

NACM about Registering

for a 3 Pack of Leadership Webinars

Leadership Webinar Series


Thank You!

Rick J. Hernandez

[email protected]

+ 1 (800) 829-7218

It’s not about doing different things, but about doing things differently – Syntesis Global


mailto:[email protected]

Create Internal advocacy by engaging the support of people outside your direct

line of command. Build relationships to enhance your systems support

Develop strategic leadership influencing skills to gain backing to ideas and goals.

Hone this skill to leverage competing forces and to re-shape your team’s

perception to align with the strategic business plan and “big picture.”

Minimize obstacles (resistance) Secure input from key stakeholders.

Commitment must match expectations.

Summary


28

POLL – SLIDE 13

When developing and executing on “strategy,” global

executives representing $500M-$10B companies

disclosed their companies are “not focused on

executing our strategy.” What percentage believe this?

a) 87%

b) 55%

c) 37%

d) 18%


29

POLL – SLIDE 28


Why aren’t most companies unable to implement a strategy?

A. Resistance to companies direction (strategy)

B. Employees don’t believe, nor understand “The Strategy”

C. Organization lacks “Alignment”

D. Conflicting Priorities & “B” Above

E. All of the above

July 16th – Building Relationships with Key Stakeholders

August 18th – Executive Decision Making

September 15th – Driving Accountability

October 22nd – Driving Change and Executing Plan

November 10th – Conflict Resolution

Upcoming Events:

Leadership Webinar Series


Definition…


General Andre Beaufre wrote in 1963 that strategic thinking "is a

mental process, at once abstract and rational, which must be capable

of synthesizing both psychological and material data. The strategist

must have a great capacity for both, analysis and synthesis; analysis

is necessary to assemble the data on which he makes his diagnosis,

synthesis in order to produce from these data the diagnosis itself--

and the diagnosis, in fact, amounts to a choice between alternative

courses of action."

31

http://en.wikipedia.org/wiki/Andre_Beaufre

Thinking Strategically - NACM · The New Normal The Financial Paradigm of Global ... May 25th –...

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