By Richard L. Hughes
Trendy enterprises face tough demanding situations on the way to stay competitive-the quickening speed of swap, expanding uncertainty, turning out to be ambiguity, and complexity. to fulfill those demanding situations, firms needs to expand the scope of management accountability for strategic management and have interaction extra humans within the strategy of management. In turning into a Strategic chief wealthy Hughes and Kate Beatty from the heart for artistic management (CCL) supply executives and bosses a instruction manual for imposing a strategic management strategy that reaches leaders in any respect degrees of agencies. according to CCL's profitable constructing the Strategic chief application, this ebook outlines the framework of strategic management and comprises sensible feedback on find out how to improve the person, staff, and organizational talents wanted for associations to turn into extra adaptable, versatile, and resilient. The authors additionally express how person managers can workout powerful strategic management via their special and systemic approach-thinking, performing, and influencing.
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Extra resources for Becoming a strategic leader: your role in your organization's enduring success
When it comes to developing the capacity for strategic leadership, it is extremely challenging for executives to let go of the day-to-day issues, even if they are potentially in conﬂict with the long-term issues. Lou Gerstner provides a potent example of someone who was able to make a decision for the long run, even though it clearly had negative short-term implications. When he took over IBM in 1993, the company was bleeding cash. Mainframe revenue had fallen from $13 billion in 1990 to around $7 billion in 1993, and competitors were slashing mainframe prices to levels signiﬁcantly below the prices of IBM products.
Here was a man who understood what customers were willing to spend money on, and he knew what that meant—not just the business potential for IBM, but the coming restructuring of the industry around solutions rather than piece parts [pp. 129–130]. Gerstner might well have come upon this idea himself, given his desire to integrate the various parts of the company rather than sell them off; however, he did not need to do it himself. He had good people below him he could rely upon. And he recognized the need to rely upon those people.
True, the CEO often involves some team of senior management in that decision-making process. But that does not mean that these people are the only strategic leaders within an organization. On the contrary, the CEO relies upon input and insights throughout the organization to set the strategy, to enact the strategy, and to help in understanding how well the strategy is working. The danger of this myth—that strategic leadership is reserved for those at the top—is that those lower in the organization will consciously or unconsciously believe it, will not see themselves as strategic leaders, and therefore will not behave as strategic leaders.