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Becoming a strategic leader: your role in your by Richard L. Hughes

By Richard L. Hughes

Modern enterprises face tough demanding situations which will stay competitive-the quickening velocity of swap, expanding uncertainty, transforming into ambiguity, and complexity. to fulfill those demanding situations, corporations needs to develop the scope of management accountability for strategic management and interact extra humans within the means of management. In changing into a Strategic chief wealthy Hughes and Kate Beatty from the heart for inventive management (CCL) supply executives and executives a instruction manual for imposing a strategic management technique that reaches leaders in any respect degrees of enterprises. according to CCL's profitable constructing the Strategic chief software, this booklet outlines the framework of strategic management and comprises functional feedback on the best way to advance the person, workforce, and organizational abilities wanted for associations to develop into extra adaptable, versatile, and resilient. The authors additionally convey how person managers can workout potent strategic management via their unique and systemic approach-thinking, appearing, and influencing.

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Extra info for Becoming a strategic leader: your role in your organization's enduring success

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When Peter Jackson read The Lord of the Rings trilogy at the age of eighteen, he couldn’t wait until the books were made into movies. Twenty years later he made them himself. Another characteristic these two creative leaders share is the ability to take stock of their present positions and anticipate what lies beyond the horizon—to scan their environment. They are also gifted at questioning implicit beliefs and assumptions. Both have to deal with the complexity that’s part of a visionary enterprise, and both are skilled at making common sense for their organizations and teams, and at thinking systemically to uncover the answers to complex problems.

True, the CEO is ultimately responsible for deciding upon a path for the organization. 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.

Why was IBM able to weather a very difficult storm, make necessary changes, embark on a new path, and reach success in a new way, while DEC was swallowed up by its competition? The short answer is that effective strategic leadership—leadership focused on sustainable competitive advantage—was enacted at IBM. When we discuss sustainable competitive advantage as the focus of strategic leadership, some of the executives we work with ask us, “Isn’t that just leadership? How are they different? ” That is not an easy question to answer, but our research and experience reveal some subtle and important differences: strategic leadership is exerted when the decisions and actions of leaders have strategic implications for the organization.

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