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Leadership strategy is thinking, vision and planning – the future depends on it

2019-06-01 Uncategorized No comment

The grammar tells about the events that occurred in the three plains. The past is, the future will happen, we are living now, now. However, in the information age, the era of instant global communications is now the future. Gates [1] writes that we are citizens of the information society. He pointed out that past generations and past societies have found ways to gather information, do more work, extend their lives and improve their standard of living. In the past years, time was not that important. Messages from the ruler may take several months to arrive by sea courier. Pony Express is six days. Air mail is off-road overnight. The time span between thought and action is almost unrecognizable today. While leaders rely on collective knowledge sharing, leaders who participate in strategic thinking imagine events as happening rather than happening, enabling them to view the present as the future of individuals and organizations.

This paper considers the importance of strategic thinking for leaders who want to shape the future and future environment. Strategic thinking is the starting point for creating a vision. Traditional plans give way to a flexible organizational structure that changes whenever and wherever. ”

The strategies of the past generations have given leaders time to think, to perceive their vision, to define their vision, and to articulate their action plans. Accepting the future is no longer an event that occurs in the future. This article explores how leaders think, imagine, express, and plan. How can leaders continue to leverage strategic advantages in a rapidly changing global environment? The answer is in the age of possibility [2]. Today, we are free of traditional work ties as never before, and we are free to choose our future and shape them according to our own wishes and needs.

This age is an extension of Gates ’ Information Society. We have the ability to choose our reality in ways we have never had before. In the past, the baker's son became a baker. However, many of the leaders of the past have come from unexpected places. King David in the Bible is a young son raising a sheep [1 Sam. 16:11] and Jesus is only the son of a carpenter, and our mother knows us [Matthew 13:55] [3]. Truman led him. These people saw a little on the horizon, but the events changed their horizons. The era of possibilities allows us to rewrite our future according to the requirements of the event.

Accepting that we can make changes based on the requirements of the event indicates that there are fewer linear structures in this image and the nonlinear structure is more confusing. Sanders [4] describes the organizational structure as a known initial condition, but the future seems to be random. Using the “ Lorenz Attractor model, she proposed a view of the interacting and interrelated parts that appeared to be out of order until a careful examination revealed a spiral order hidden in the model. The era of the information society and the possibilities of Taylor and WACKER does not depend on the linear progression of thought and action, and Sanders believes that the nonlinear nature of the new strategic thinking science allows us to do it our own way. Understand the natural order.

strategy

Does the strategy have some mysterious or mysterious property? Leaders and leaders use the term in many cases and may not really recognize what a strategy is. Therefore, the simple work definition of the strategy of this paper is a conscious means of achieving results, with far-sightedness.

Mintzberg et al. [5] explained that strategies inevitably have advantages and disadvantages. The advantage of setting the direction is to set the direction; however, the disadvantage is to narrow the horizon and hide the danger. The advantage of concentrating is on coordinating activities; however, the downside is collective thinking. The definition of an organization can provide an understanding of the organization; however, this definition may hide the complexity of the support system. Having a consistent strategy can reduce the ambiguity of the way the order is established; however, the creative community seems to have little or no consistency.

As mentioned in the previous paragraph, the strategy involves public opinion. A paradox tells us the answer and the story of the problem. Once you think you have all the answers, someone will change all the questions. Taylor and Wick said that the paradox is that the more correct you are, the more wrong you will be. ” This contradiction confuses the reader. If you are right, how can you be wrong? how about it? The speed of knowledge transcends our ability to absorb knowledge in traditional learning models.

Another paradox of visionary leaders involves predicting the future. The leader who is the predictor of future success acts as an agent to undermine the stability of the present. Taylor and Wacker explained that today's reality and tomorrow's expectations conflict with each other. The allocation of resources between the present and the future will create a huge, future-oriented political issue that will have a huge impact on the present. ”

Work strategy

Nebraska recently passed the national news through LB1024, and in fact, created an isolated school district in Omaha. The bill is Unicameral's way to defeat the intercity lawsuit, claiming "one city" – a school district. ” Omaha City has annexed several small suburban communities in its western part to provide police, fire and urban services to these communities; however, the community remains an independent school district.

Bellevue has several Health Improvement Zones [SIDs] in its western part that provide police, fire and urban services for these combined trails. The former mayors and city councils of Bellevue and Papillion attracted arbitrary boarders, marking the edge of the two school districts, the unincorporated area at the time. Population growth follows Bellevue. Bellevue's city range is now beyond the scope of the school district. Therefore, Bellevue claims that “ One City– a school district. ”

Through the bill, Senator Chambers [6] acknowledged the formal isolation of the area. The LB1024 created two super zones, one in Omaha and the other in Bellevue. In Omaha, the Super Zone has three separate zones. The independent division has the right to hire teachers, the teacher/student success measures under the federal “Don't let a child fall behind”, and the management of their own budget. The super zone has academic authority for smaller divisions.

The strongest supporter of LB1024 is the country's strongest supporter of apartheid. Why do Senator Ernie Chambers of the State and District 11 support this bill? He claims that the Omaha School District has been isolated. With the end of 1999, isolation happened again. However, Omaha High School does not have more than 48% of African Americans.

Bellevue Mayor Jerry Ryan acknowledged that the City Fund is working to rebuild the school district line. Bellevue and Papillion fight more than federal funds for schools with children of military families. The Overt Air Force Base is located near Bellevue, where military dependent children attend primary and secondary schools in both cities. The re-division of the regional line will bring more federal funding to the Bellevue Public School District.

Strategic thinking and vision

Reading the above paragraphs may ask the reader, “ What are they thinking? ” Recall that predicting the future will adversely affect current public opinion, but successful leaders operate just like the present.

Another view is that no results are exactly as expected. This can put leaders in a dilemma: strategic thinking in changing the paradigm server to help organizations identify, respond, and influence changes in their environment. ”

Strategic thinking allows leaders to think about and influence their future and the future of the organization from the perspective of innovation opportunities. Strategic thinking helps to abandon outdated, outdated or ineffective policies and procedures.

Strategic thinking is a far-sighted understanding of what has not yet been formed. One aspect of vision is the ability and behavior of an individual, which can be a business process or activity. At the macro level, vision is a global approach. Note that reaching the macro level must be achieved from microscopic – individuals, through mezzo– organization, to achieve macro. Vision begins with what individual leaders see or perceive better [7].

Vision is not just a vision; it is far-sighted. Being a visionary leader means provoking and questioning, not seeing the answer. Mintzberg et al. [1998] call for visionary leaders to operate on emotional and spiritual resources, values, aspirations and commitments. Leaders need a mental image to build a mental model of an ideal future state. A visionary state is as simple as a dream or a complex, like a written document that outlines the dream in measurable steps.

Visionary leaders must then turn their dreams of an ideal future into a vision that they can share with the organization. Sharing the vision must be proactive and must be like a theatrical performance. Mintzberg et al. referred to the performance of the leader as rehearsal. Rehearsing is a visual practice that learns everything about vision. After the rehearsal becomes comfortable, the leader must publicly implement the vision. Performance brings dreams to life; however, there is no value in participating in the audience. Organize the audience to observe performance and feel the right to imitate the performance. The organization imitates performance as a starting point for transformation into a higher consciousness state, as described by Senge [8], becoming a learning organization.

Bellevue, Nebraska is the third largest city in the state. Eight years ago, Jerry Ryan won an election against the mayor of Bellevue for the first election. Bellevue had a population of approximately 29,000 in 1998. Improvements in transportation, housing and housing development costs, and the growth of retail and commercial enterprises have led to a surge in population of nearly 50,000, expanding the service to undeveloped developments and increasing the population by approximately 15,000.

In the May 2006 primaries, Mayor Ryan [9] encountered opposition in the field of opponents. Mayor Ryan insisted on the ideal, Bellevue has reached a scale and needs a full-time mayor dedicated to the city. Opponents in their seventies do not agree with him. Mayor Ryan won most of the major votes and told the city his vision. In an interview with Mayor Ryan, he said how difficult it is to run a 50,000 part-time city. “ Citizens think that I run this city. They don't know that the city council approves all actions. Moreover, the City Council does not want a full-time mayor, ” Ryan said in an interview. “ If there is one thing I didn't do, ” Ryan said, “ I fully shared my thoughts and vision in the parliament. ”

In “ One City– a school district” in the battle of Omaha, the school district believes that the inclusion of the suburbs into Omaha will create a broader tax base, allowing magnet schools to be established throughout the region, and more equitably Share resources. Senator Chambers, who supports LB1024, believes that isolated schools will have more administrative control over their region in order to create educational opportunities for schools of different ethnicities by ethnically diverse managers. The opposition to LB1024 was high. Before it was passed, the Governor faced a strong opposition to signing. The Attorney General considered this to be a violation of federal law and unconstitutional. Omaha's most famous citizen, Warren Buffett, expressed his strong opposition.

Senator Chambers is the only African-American senator who is controversial and outspoken. Many of his claims include racial provocations against the police, school administrators, teachers and senators. In contrast, Senator Chambers does not seem to have a vision based on strategic thinking for Mayor Ryan. Senator Chambers ’ at the end of Unicameral's term in 2008, due to imposed restrictions on his term, he could not enter again.

Morgan [10] put forward some thoughts on the construction of real society. He wrote that people have their own images that are displayed in their reality. So far, the two leaders that have been identified have different views on reality. One has an understanding of the city, while the other uses the deep-rooted assumptions about the power of others to counter the changes to shape the event.

Another person, a department head of a large first data company area [11], provided some strategic thinking and far-sighted insights. In an impromptu interview, she believes that in the event of serious leadership problems, the possibility of concern helps her rise within the company. When everyone else is looking for safety, she will seek innovation to provide direction because it doesn't seem to. Her member service areas are the western United States, Canada and Mexico. She said, “ I thrive in the chaos. When things seemed to be the most confusing, I saw a diversified, flat, and powerful subordinate manager in my department. ”

Our conversation continues to be in chaos, and Kim Jong Il admits that she manages chaos in her established organizational plans and policies. This led her to admit that her expectations were more orderly and that she spent more time planning rather than thinking and creating a vision.

Strategic plan

Hill and Jones [12] discuss strategic planning with Davis's same considerations [13]. One concept of planning is to do so in uncertain situations. In life and business, the only certainty is uncertainty. Organizations cannot plan for the future because it is unpredictable. Another consideration is that the plan cannot be used alone as the top management function. This “ ivory tower” plan may lead senior leaders to think in a vacuum, passionate about the plan and no operational reality. Finally, strategic planning is often affected because planners lack the dynamics of a competitive environment for short-term views of the current environment.

Mintzberg et al. specialize in "planning and planning troubles." They explained that the plan determined inflexibility. They support the assertions and pre-determined fallacies presented above. This paradox says that organizations can predict their environmental direction, be able to control the environment, or just to maintain their stability. ” “ Because the analysis is not comprehensive, strategic planning has never been a strategy. ”

Conversely, using a plan in a strategic thinking and visionary leadership queue is not a bad thing. It is applying a control element policy to the plan that caused the problem. When Morgan was created in a visionary framework, it supports plans and plans that can evolve as the environment changes. What do they suggest about the tail of "strategic termites"? It is the unpredictability of organizational structure. Organizational leaders do not need to develop mandatory strategic plans. Like the termite colony, order appears in an evolutionary way. Planning is not program-oriented, but to understand what the organization ultimately achieves. Thoughts, actions, and events occur separately, but self-organized but apparently chaotic termite groups seize the opportunity to initiate change.

The future depends on it

Looking at the future depends on the vision. Having a future perspective and strategic thinking about the future creates a new paradigm that is part of the paradox that has been discussed. An old paradigm suggests that future thinking is based on predictive predictions and plans for development. Planning to determine the policies necessary to achieve the desired future. When the forecast fails to materialize, the organization will rush to recover. Another example is the invention of the future. This means that people can both explain and constrain them through the structures they make and change through practice. Gaspar [7] refers to the work of Mintzberg et al. He said that the old paradigm does not work in future thinking organizations. She tells us that we must combine strategies that incorporate models and perspectives with planning and positioning.

Learn about American companies 100 years ago. Of the top 12 companies 100 years ago, 10 involved selling goods. Today, three of the top 12 companies in the US are engaged in commodity trading. The remaining nine companies are involved in services, manufacturing and high technology [14]. The only thing that is certain is change, and business leaders must learn to cope with change in order to manage. Dealing with change and managing it means that companies can profit from it. The future of business is knowledge driven. The country must be smart, the company must be smart, and the people must be smart.

The state, the company and the people must have the same wisdom at the same time. In order to win future games, each of the three must predict and adapt to changes in order to manage it effectively. Mayor Ryan acknowledged the slow pace of government change. For example, he cited the City Council to establish a steering committee to investigate whether the city needs to spend money on computers in the mayor's office. There is a network in the city, but the municipal council does not use an in-city and inter-city e-mail system until the Steering Committee receives confirmation of the system usage of the surrounding cities. The mayor is 72; by comparison, the average age of the city council is about 63 years. Mayor Ryan recognizes the value of technology and actively seeks young citizens to enter the city government. He hopes that the young people will push the risk-reducing committee to positive and active risk management.

Senator Chambers is the longest serving senator in the one-house system in Nebraska. He is 69 years old and suffered racial slurs and isolation from the Senate after taking office. Dirt and threats were left on the door of his Capitol office, which he considered to be a badge. He did not appear in the suits and ties of the Senate. He wore blue jeans and a sweatshirt to protest the integration. However, Senator Chambers seems to exist in an era when racism and apartheid are the norm. He rarely seeks alliances with other senators, and they are more willing to be a voice of resistance [15].

The two leaders have different views on the future. While it is hoped that the future will be realized by recruiting young, forward-thinking people into the political system, yet another person is still rooted in the past. Neither actively managing the future nor based on current and past experiences, rather than through information search, strategic thinking and far-sighted mental modeling to approach the future.

in conclusion

This article discusses strategies, strategic thinking and vision development, planning, and the future. Although the discussion is presented separately, these are not separate activities. By considering the Lorenz Attractor as a spiral of interactions in the organization, one can also find that the model is suitable for the nonlinear process of thinking, vision and planning. Seeing the future as an evolving situation helps leaders understand that strict policies based on formal strategic plans will inhibit responses to change.

Strategic thinking and vision creation show that leaders constantly test their mental models with new thinking and questions. Gradually cycle thinking, vision and new information into new thinking. This looping process allows the leader to predict business cycle disruptions. Questioning your own leader, “If …” know “ if …” these leaders are future seekers, the organization that employs these leaders is the future Seeking to learn to organize, ready to move before the change takes place

This article does not deny the value of the program as part of the strategic process. However, a rigorous plan that did not calculate the vision of organizational development changed the company to question, “ what happened, ” instead of “ what happened. ”

Foresight allows for strategic management, forecasting and positioning of the organization. The result of a business vision is that the expected future becomes an inevitable future.

references:

1. Gates, B. [1996]. The road ahead. New York: Penguin Book.

2. Taylor, J., Wacker, W. With Means, H. [2000]. Visionary Handbook: The nine paradoxes that will shape the future of your business. New Youk: Harper-Collins Publishers, Inc.

3. The Bible. New international version. The Bible is online. Taken from http://www.bible.com.

4. Sanders, T. I. [1998]. Strategic thinking and new science: planning in chaos, complexity and change. New York: Freedom News.

5. Mintzberg, M. Ahlstrand, B. &Lampel, J. [1998]. Strategy Safari: A wild tour guide in strategic management. New York: Freedom News.

6. Gaspar, J. [August 21-24, 2005]. Corporate Vision – Try to listen to the sound of the future & generations of people in the strategy development process. Department of Future Studies, University of Corvinus, Budapest. Retrieved on June 15, 2006 from http://www.budapestfutures.org/downloads/abstracts/Gaspar%20Judit%20Abstract.pdf#search='judit%20gaspar%20corporate%20foresight'

7. J. Ryan [Personal Communications, April 28, 2006] discussed the mayoral leadership strategy of metropolitan communities.

8. Senge, P. M. [1990]. The fifth discipline: the art and practice of learning organizations. New York: Currency and two days.

9. Morgan, G. [1993]. Imagination: The art of creative management. Newbury Park: Sage Publishing, Inc.

10. Hill, C. W. L. & Jones, G.R. [1998]. Strategic management: an integrated approach. Boston: Houghton Mifflin.

11. Davis, S. [1996]. The future is perfect. Read, MA: Addison-Wesley.

12. Ong Teck Mong, T. [May 7, 2006]. Forecasting and managing change: the key to future success. The 37th Graduation Ceremony of the Asian Institute of Management. Searched on June 16, 2006 [http://www.aim.edu.ph/home/announcementc.asp?id=741].

13. Ernie Chambers. [year 2006]. Wikipedia. Retrieved May 31, 2006 [http://en.wikipedia.org/wiki/Ernie_Champers].

14. Blackman, D.A. And Henderson, S. [2004]. How vision creates an unforeseen future: the role of doubt. Futures, 36. 253-266.

15. Johnson, T. A. [2000]. Intellectuals and political biography of Nebraska Senator Ernest Chambers: activist, politician and humanitarian, 1937-. Plain Humanities Alliance: Events. Retrieved May 31, 2006 [http://libr.unl.edu:2000/plains/events/seminars/johnson1.html]

16. Nadler, D. A. and Tushman, M. L. [1997]. Design competition: the power of organizational structure. New York: Oxford University Press.

17. Somasegar [nameless] [January 21, 2006]. Strategic thinking. Retrieved on June 2, 2006 from http://blogs.msdn.com/User/Profile.aspx?UserID=3644.

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