Monday, April 29, 2013

Week 23

1.     In your own words and using referenced quotes describe what is meant by the term “strategic leadership”.

Image Source: http://pyesolutions.com/images/tablesolutionssm.jpg

The potential of the manager to express a strategic vision for a part of the organization, or a whole organization, and to persuade and motivate others to acquire that vision is known as Strategic Leadership. Utilization of strategy in the management of the employees can be another definition of Strategic leadership. It is the potential to execute organizational changes and influence organizational members. Expressing strategic vision, allocating resources, and creating organizational structures are the major activities that the strategic leaders performs. The potential to comprehend and foresee the work environment is the major requirement of strategic leadership. It requires potential and objectivity to look at the broader picture.

Strategic productivity is the main objective of strategic leadership. Developing an environment where the employees can forecast the organization’s needs in context of their own job is another important aim of strategic leadership. The employees in the organization are encouraged by the strategic leaders to follow their own ideas. Strategic leaders make best use of incentive and reward system for inspiring quality and productive employees to show much superior performance for their organization.
Image Source: http://pmtips.net/wp-content/uploads/2011/01/team-leadership.jpg

Main qualities/features/characteristics/traits of effective strategic leaders are as follows:-

Ü  Self-control:
Ü  Loyalty:
Ü  Readiness to delegate and authorize:
Ü  Self-awareness:
Ü  Social skills:
Ü  Compassion:
Ü  Constancy/Reliability:
Ü  Articulacy:
Ü  Motivation:
Ü  Have wider perspective/outlook:
Ü  Judicious use of power: and,
Ü  Keeping them updated:

To conclude, Strategic leaders can passionately possess vision, express vision, create vision and persistently drive it to accomplishment.



2.     Identify two interesting similarities and two differences between the 5 Elements of Successful and Effective Strategic Leadership model and the Transcendent Leadership model.


Two Interesting Similarities and differences between 5 elements of successful and effective Strategic Leadership model (also known as Lynch Model) and Transcendent Leadership Model are given below:-

Similarities:

1.      Both these models focuses on managing the changing environment and gaining sustainable competitive advantage over the time.

2.      Granting benefits to the stakeholders and holding good relationship between both of them outside and inside the organization is another important similarities between these two models.

Differences:

1.      Leadership for the organization’s purposes and benefits is the only focused area by five elements of successful and effective leadership model (also known as Lynch Model), whereas Transcendent leadership focuses on leadership of self and others too alongside with focus on leadership for organizations purpose which is fascinating.

2.      Five elements of successful and effective leadership model (also known as Lynch Model) considers only human resources as to select, motivate and develop them with focus mostly on key talents, however non-human elements like structure and procedures, rules and strategies are the main focus of Transcendent model.




Reference:
About Strategic leadership, [Online], Accessed from http://www.managementstudyguide.com/strategic-leadership.htm, Accessed on 28th April, 2013
About Strategic leadership, [Online], Accessed from http://www.wisegeek.org/what-is-strategic-leadership.htm Accessed on 28th April, 2013
Yukl, G. (2006), Leadership in organizations, 7th edition, Pearson education, Inc.
Russell, R.F & Stone, A.G (2002), A review of servant leadership attributes: developing a practical model, leadership and organizational development journal, 23/3, pp. 145 - 157.
Lynch R (2009), Strategic Management, 5th edition, Pearson Education Limited
Johnson, G., Scholes, K, and Whittington (2008), Exploring Corporate Strategy, Text and Cases, 8th Edition, Pearson education Ltd.


Case Study:


1.                 Why has Lady Gaga been so successful? What strategy has she followed?






Lady Gaga is undoubtedly a music sensation. Since 2008, she has sold more than 15 million albums, 40 million singles and countless downloads worldwide. She has a huge following of her fans which can be seen by the rising amount of followers/fans on Facebook which is more than 10 million (first living person to achieve 10 million fans on Facebook). 5 million fans on Twitter and a first currently performing artist to reach a billion views on YouTube are some of her other achievements that shows how successful she is.

There are many things that Lady Gaga followed which made her successful. First of all, she stood on the shoulders of giants such as Madonna, and glam rockers such as Alice Cooper and Queens to craft her image, stage performances and more importantly music. She is likely to lasts longer than most people in the music business today because of her wider appeal across generations.


Lady Gaga has been very smart and clever to exploit and understand between the 3 F’s: Fashion, Fans and Followers. Lady Gaga has recognized herself as a brand and have trademarked her name early in her career. Lady Gaga has been able to maintain control over her management, music and image. She has always been able to be in the spotlight and is a perfect example of exponent of continual reinvention: Changing her public image and stage personae regularly as a means of sustaining the involvement and interest of media and fans alike. Use of sexual, religious and violent iconography have attracted both attention and controversy for her. 



Lady Gaga’s product development and marketing was quick to adapt to the changes that have almost destroyed the music business over the last decade. The revenues from the recorded music was dipping down because of the digital technologies and the ease of internet file sharing. This resulted in the elevation of live performances to be the major source of revenue generation for the music business. Money from concert tickets are the major source revenue for Lady Gaga and her record label not the record or video sales, which shows how well Lady Gaga have been able to adapt to the changes.


Opportunities from internet and social media was also very quickly recognized by Lady Gaga and her team. She makes broad use of social media such as Twitter and Facebook, to build her fan base and by personally creating the majority of her own online contents. She also engenders the feelings of loyalty and friendship through engaging with fans in social media platforms. She made the loyalty of her fans more strong by giving them the pet name “monsters” and providing them with the extracts of videos prior to the general public release. Her fans have become an unpaid public relations force for her. She even dedicated her second album “Fame Monster” specifically to her fan base.






2. If you were advising her on her future strategy – what analysis would you    undertake? What models or theories would you use?


         If I had to give advice to Lady Gaga regarding her future, then I would probably use all the four theories/models that comes under Strategy Theory Responses, the theories are as follows:-


Ø  Complexity Theory
Ø  Options Theory
Ø  Rapid Adaptation
Ø  Creative and Strategic Thinking

        And, their implication,

Ø  I would use the Complexity Theory because we cannot predict the external environment as well as the outcome of our actions. This theory can really help in advising Lady Gaga because it helps to identify the common relationships and information and can help in accelerating the speed of adaptability to change through self-organization.
Ø  I would use the Options Theory because it will help in identifying and analyzing the best possible options to have the best outcome. This theory will help us to understand the possible options available for us making us flexible and which leads in gaining competitive advantage through flexibility. Lady Gaga can also utilize on this as it will provide her with different options to choose from and which can give her the possible best output with flexibility and competitive advantage.
Ø  I would use the Rapid Adaptability theory because it will provide us with the capabilities to read and act on signals of change, experiment frequently and rapidly (with strategies, processes and business models too), and with abilities to motivate partners and employees/team/management. This would be really handy for Lady Gaga because this theory will provide many capabilities and abilities that will help her for rapid adaptability and sustain her future.
Ø  And, Lastly I would use Creativity and Strategic Thinking theory because this theory helps us to learn the ways of appearing unpredictable to the external world whilst, internally thinking the strategies through. This can help Lady Gaga to gain competitive advantage because it will set her apart from her competitors while becoming stronger than them.





3. What advice would you give her?

If I have to advise her for her then I would probably advise her as follows:-
Ø  She should try to value the die-hard fans that may only make up a small part of the fan base but are very valuable because these are the fans who truly evangelize for her and will bring new fans into the fold. They are the most passionate fans and customers, who are willing to go the extra mile to sing your praises to their community and friends.
Ø  Building a community can really help her in many ways. Fans set up profiles, photos, post fan art, find links to concert dates and message each other.
Ø  She have a fan base all around the world and therefore should focus her concerts and music not only limited to the western countries but all over the world.
Ø  She should continue her involvements in social services in future too. She has been already involved in helping the people in those societies where they feel bullied and marginalized for being different. She should continue to stand up for social issues in future too, because this helps to make a deep emotional connection with the customers as they can identify themselves with your values or causes that you care about.

Monday, April 22, 2013

Week 21

1. What are the benefits and drawbacks of taking an “emergent” approach to strategy making?


Emergent approach/strategies are majorly results from some cases whereby discrete decisions made by various mid-level employees un-intentionally move the whole organization in a new direction. This approach occurs inside an organization that are described by pattern of actions without any clear relation with the mission or stated goals of the business.


Source: Mintzberg, Quinn & Goshal, 1998


Benefits:

In an organization, emergent approaches/strategies arises mostly from persons in organization reacting directly to market forces. The shifts in practices of consumer businesses, order sizes and consumer tastes are reflected by their decisions. Effective emergent strategy does require that the organization maintain the flexibility, particularly at the executive or owner level, to embrace the new strategy. The main advantage of emergent approach in strategy making is that, rather than focusing on what the executives or the owner believes or thinks the market wants, it leads a business to provide what the market actually wants.




Drawbacks:

Emergent approach in strategy making arises as a part of ongoing organizational activities by nature. Although a business could sacrifice a deliberate strategy and depend on an emergent strategy to develop, the chances of such order establishing from unstructured, and pure business activities remains lean. Therefore, emergent strategy does not offer an honest substitute to more traditional deliberate strategy, specifically for new businesses operating on slim margins. At best, it assists/aids to serve and complement as a curative/remedial measure for deliberative strategy


Considerations:

The driving forces like rapid cycling of technical innovation and consumer interests which results in increasing change in the business landscape, tells us that the businesses should or may have to inherent the tolerance for emergent approach for strategy making. About reading emergent strategy into the patterns of behavior, the business executives and owners do need to remain cautious. The uninformed and poor decision-making at that level (executive and owner level) could result in shifts in the strategic positions of the business due to middle-level decisions.


2. Did Honda’s entry strategy demonstrate the characteristics of “logical incrementalism”? 



Image source: https://encrypted-tbn3.gstatic.com/images?q=tbn:ANd9GcQaFosfY-F5jJzt1mv4P_-mdXmghhvPajyKlFSrUKLum8uws7mi



Yes, I think that Honda has demonstrated all the characteristics of logical incrementalism in its entry strategy in US two-wheeler market. Here are the reasons to justify it:-

Ü  As of 1960, Export of Honda Motorcycles was only four percent.

Ü  After the Second World War, Motorcycles were used by very few people in the US other than Army personnel and Police. The attraction for motorcycles was diminishing. Most of the riders were decent people but the image of motorcycling was damaged by some group of rowdies who went around on motorcycles calling themselves by such names as “Satan’s Slaves” and “Hell’s Angels”. During this phase too, Honda established an American subsidiary – American Honda Motor Company in 1959 (also stated in their annual report 0f 1963).

Ü  It was in 196, with a regional advertising budget of $1, 50,000 and help of 125 distributors, Honda tried to promote their machines and also correct the bad image of motorcycling in US and focused on the young families in their advertising theme as “You meet the nicest people on a Honda”. It was a very good attempt made by Honda to promote their machines and create a good vibe for motorcycling.

Ü  Emergent strategy was followed by Honda in a case where it responded to the demand of its customers for light-weight motorcycles and supplied accordingly. Honda was able to create a phenomenal demand for lightweight motorcycles. This helped American Honda’s sales to rise from $500,000 in 1960 to $77 Million in 1965.

Ü  Market Share of Motorcycles in US (1966):-

Motorbike (Brand)
% Shares
1.      Honda
63%
2.      Suzuki
11%
3.      Yamaha
11%
4.      Harley Davidson
4%
5.      BSA/ Triumph and others
11%


Ü  Constant scanning of the US motorcycle market was done by the representatives of Honda from Japan. However during their research, Honda came to find that the US motorcycle risers were attracted towards more bigger and luxurious machines, that’s why they were very confident with their 250cc and 305cc machines. But, they did a side-bet of using the light-weight motorcycles for themselves to travel around the errands of Los Angeles. This helped it to garner a lot of attention and which resulted in a phenomenal demand for its lightweight motorcycles in the US market, this helped American Honda’s sales to rise from $500,000 in 1960 to $77 Million in 1965.

Ü  The first year was very poor for Honda motorbike in US. The US motorcycle business occurs during April-to-August season and they were there during the closing of 1959 season. They hard-learned the practices and techniques of business in United States and started to directly approach the retailers which helped them improve their sales. They also started giving advertisements for the wholesalers in different motorcycle magazines. The 305cc and 250cc motorcycles were selling steadily but a disaster occurred when reports of encountering clutch failure and oil leaks came in the first week of April 1960. This was because the motorcycles were driven much faster and farther in US than in Japan. Honda air freighted the motorcycles to Japan and started doing tests and research in their testing lab. Within a month and working for 24/7 a redesigned clutch spring and head gasket solved the problem.
This showed how Honda was able to adapt to rise above environmental uncertainties and coordinating emergent strategies.

In my opinion, they followed strategies for each and every elements of “Logical Incrementalism” from experimentation, environmental uncertainty, coordinating emergent strategies to general goals.


Reference:

About Emergent Strategy, Advantages and Disadvantages of Emergent Strategy, [Online] Accessed from http://yourbusiness.azcentral.com/advantage-disadvantage-emergent-strategy-15781.html accessed on 20th April, 2013
About Emergent Strategy, [Online] accessed from http://www.rapid-business-intelligence-success.com/emergent-strategy.html accessed on 20th April, 2013
About Emergent Strategy, Advantages and Disadvantages of Emergent Strategy, accessed from http://smallbusiness.chron.com/advantage-disadvantage-emergent-strategy-10070.html accessed on 21th April, 2013

Mintzberg, Ahlstrand and Lampel (2009) „Strategy Safari‟ Edition 2, FT Prentice Hall, Chapter 8
Lynch, R (2011) Strategic Management, 6th Edition, Pearson Education, Chapter 1
Johnson, Whittington and Scholes (2011) Exploring Strategy, 9th Edition, Pearson Education, Chapter 12 





Monday, April 15, 2013

Week 20 - City Center






Reference:


Shopper’s paradise, 2012. City center. [Online] Available at: < http://www.tourismkathmandu.com/things_to_do/shopping/shopping_malls/details/city-centre > [Accessed 13th April
Thapa, S., 2013. City Center for shopping and entertainment. [Online] Available at: < http://bossnepal.com/city-center-for-shopping-and-entertainment/ > [Accessed 14th April 2013]
City Center, 2009. About Us. [Online] Available at: < http://www.citycenter.com.np/about-us > [Accessed 14th April 2013]

2013]
City Centre, 2009. Visitor’s information. [Online] Available at: < http://www.citycentre.com.np/visitor-information > [Accessed 15th April 2013]
Business news, 2009. City center shopping mall. [Online] Available at: < http://www.ktm2day.com/2009/06/17/city-centre/ > [Accessed 15th April 2013]

Thursday, April 4, 2013

Week 18


How can the change kaleidoscope and force-field analysis help an organization to deliver its intended strategy? 

Change Kaleidoscope

During change, organizing and bringing together a wide range of implementation options and related features is very important and this purpose is fulfilled by Change kaleidoscope. Change kaleidoscope was developed by Hope Hailey and Balogun in 2002. For the task of implementing any kind of strategies in an organization there needs to be considered many factors like competencies, current resources and other aspects of an organization, and Change kaleidoscope model deals with them.
There are different types of questions contained in the Change kaleidoscope regarding the particular organization, which helps in understanding and identifying every single aspect of an organization. Doing this, an organization can regularly observe and monitor the change under implementation. It helps to picture the change as a process rather than a controllable and fixed transition of events.
The eight contextual elements that consist on change kaleidoscope are as enlisted through the diagram and table below:


Image source:http://www.marketinginsight.ch/wpcontent/uploads/2011/09/Change_Kaleidoskop.jpg



Time:

How quickly is change needed? Is the organization in crisis or is it concerned with longer-term strategic development?

Scope:

What degree of change is needed? Does the change affect the whole organization or only part of it?

Preservation:

What organizational assets, characteristics and practices need to be maintained and protected during change?

Diversity:

Are the different staff / professional groups and divisions within the organization relatively homogeneous or more diverse in terms of values, norms and attitudes?

Capability:

What is the level of organizational, managerial and personal capability to implement change? Is there a need to improve this capability before the change process can be started?

Capacity:

How much resource can organization invest in the proposed change in terms of cash, people and time?

Readiness for change:

How ready for change are the employees within the organization? Are they both aware of the need for change and motivated to deliver changes?

Power:

Where is the power vested within the organization? How much latitude of discretion does the unit needing to change and the change leader possess?


Image source: proworkproject.com




Force-field analysis:

Force Field Analysis was developed by an American social psychologist named Kurt Lewin using Force Field Diagrams. According Kurt Lewis “an issue is held in balance by interaction of two opposing sets of forces- those seeking to promote change (driving forces) and those attempting to maintain the status quo (restraining forces)”. For any individual or organization, driving forces must be higher than restrictive/preventive forces for the change to happen.
Evaluating, analyzing and identifying the various forces that are involved in an issue is the main task of force-field analysis, and this is why this method is used. By identifying the positive and negative forces, it helps an organization by providing with the alternatives to take the decisions towards the desired change, so that the organization can fill up the gaps in the change process and successfully implement the strategy.

















Change Kaleidoscope of Hewlett-Packard at the time of Meg Whitman's arrival.



















References

·         About value based management, 2013.[online] force field analysis and diagram- Kurt Lewin [Accessed 3rd April 2013]

·         About Thompson, C., 2013. Expect HP revenue growth in 2014 [online] Available at: <http://www.cnbc.com/id/100484758 > [Accessed 3rd April 2013]
·          About Proworkproject,. Change kaleidoscope. [online] Available at: <http://www.proworkproject.com/prowork/change-kaleidoscope.html  > [Accessed 3rd April 2013]
·         About mind tools, 2010. force field analysis. [online] Available at: < http://www.mindtools.com/pages/article/newTED_06.htm > [Accessed 3rd April 2013]
·         About Mickey,J,. 2013. Strategic Change Context using a change kaleidoscope and force-field analysis[online] Available at: < http://www.kenyaplex.com/resources/7361-strategic-change-context-using-a-change-kaleidoscope-and-force-field-analysis.aspx > [Accessed 3rd April 2013]