Leadership and

Strategic Planning

Leadership

The ability to positively influence

people and systems under ones
authority to have a meaningful impact
and achieve important results

Who to the
Leadership ?

Strategic Planning

The process of envisioning

an organizations future and
developing the necessary
goals, objectives, and action
plans to achieve that future.

The Baldrige Leadership

Triad
Strategic
Planning
Operations

Leadership
Customer and
Market Focus

Executive Leadership

Defining and communicating business

directions
Ensuring that goals and expectations are met
Reviewing business performance and taking
appropriate action
Creating an enjoyable work environment
Soliciting input and feedback from customers
Ensuring that employees are effective
contributors
Motivating, inspiring, and energizing
employees
Recognizing employee contributions

Key Idea
Six key leadership competencies can be
described as navigator, communicator,
mentor, learner, builder, and motivator.

Dale Crownover, President, Texas Nameplate Co. (a 2-time

Baldrige Award recipient)

Leadership
Competencies

Navigatorcreates shared meaning and

provides direction toward a vision,mission,
goal, or end-result.
Communicatoreffectively listens and
articulates messages to provide shared
meaning.
Mentorprovides others with a role to guide
their actions.
Learnercontinuously develops personal
knowledge, skills, and abilities through
formal study, experience, reflection, and
recreation.
Buildershapes processes and structures to
allow for the achievement of goals and

Leading Practices
Leadership (1 of 2)

Create and deploy a customer-focused

strategic vision and clear quality values
Create a sustainable organization and
environment for performance
improvement, accomplishment of the
mission, innovation, agility, and
learning
Demonstrate personal commitment to
organizational values, develop future
leaders, and reinforce high
performance
Create a focus on action and

Leading Practices
Leadership (2 of 2)

Address organizational governance to

include management and fiscal
accountability, protection of
stakeholder interests, and conduct
evaluations to improve the leadership
system
Create an environment that fosters
legal and ethical behavior
Integrate public responsibilities,
resource-sustaining processes, and
community support into business
practices

Leadership System

Leadership system how

decisions are made,
communicated, and carried out at
all levels; mechanisms for
leadership development, selfexamination, and improvement
Effectiveness of leadership
system depends in part on its
organizational structure
10

Key Idea
Creating the Leadership System
An effective leadership system respects the
capabilities and requirements of employees
and other stakeholders, and sets high
expectations for performance and
performance improvements.

Key Idea
Caracters of Leadership;
1. Creative leaders
2. Ability of influence (not title)
3. Learning individual of responsibility

Strategic Planning
A strategy is a pattern or plan that integrates
an organizations major goals, policies, and
action sequences into a cohesive whole.
Formal strategy includes:

Goals to be achieved
Policies to guide or limit action
Action sequences, or programs, that
accomplish the goals
12

Leading Practices Strategic Planning

Systematic planning systems for strategy

development and deployment
Understand the competitive environment and
the factors and strategic challenges that
determine success, and gather and analyze a
variety of external and internal data
Align short-term action plans with long-term
strategic objectives, communicate them, and
track progress
Derive human resource plans from strategic
objectives and action plans
Identify key measures and indicators for
tracking progress, reinforce organizational
alignment, and compare performance with
competitors

Strategic Planning Process

Reason for existence Future intent
Mission

Vision

Attitudes and policies

Guiding Principles

Environmental assessment
Strategies

Broad statements of direction

Strategic Objectives
Action Plans

Capabilities and risks

Things to change or
improve
14

Implementation

Vision

Where the organization is headed and

what it intends to be
Brief and memorable - grab attention
Inspiring and challenging - creates
excitement
Descriptive of an ideal state - provides
guidance
Appealing to all stakeholders - employees
can identify with

Solectron: Be the best and

continuously improve

Mission

Definition of products and services,

markets, customer needs, and
distinctive competencies
Solectron: to provide worldwide
responsiveness to our customers by
offering the highest quality, lowest
total cost, customized, integrated,
design, supply chain, and
manufacturing solutions through longterm partnerships based on integrity
and ethical business practices.

Values (Guiding
Principles)

Define attitudes and policies for

all employees, which are
reinforced through conscious and
subconscious behavior at all
levels of the organization.
Pepsico: integrity, honesty,
teamwork, accountability,
balance

Environmental
Assessment
SWOT Analysis

Customer and market requirements,

expectations, and opportunities
Technological and other innovations
Organizational strengths and
weaknesses
Financial, societal, ethical, regulatory
and other potential risks
Changes in global or national economy
Factors unique to the organization, such
as partner and supply chain needs

Key Idea
Strategy Development
Strategies are broad statements that
set the direction for the organization to
take in realizing its mission and vision.
Strategic objectives are what an
organization must change or improve to
remain or become competitive.
Action plans are things that an
organization must do to achieve its
strategic objectives.

Strategy Deployment

Developing detailed action plans,

defining resource requirements
and performance measures, and
aligning work unit, supplier, or
partner plans with overall
strategic objectives.

Key Idea
Strategy Deployment
Strategic objectives and action plans
often require significant changes in
human resource requirements, such as
redesigning the work organization or
jobs to increase employee
empowerment and decision making,
promoting greater labor/management
cooperation, modifying compensation
and recognition systems, or developing
new education and training initiatives.

Leadership and
Organizational Structure

Basic types of organizational

structures
Line organization
Line and staff organization
Matrix organization

Key Idea
Organization structure
As more and more companies accept
the process view of organizations, they
are structuring the quality organization
around functional or cross-functional
teams.

Leadership in the Baldrige

Criteria
The Leadership Category examines how an
organizations senior leaders address values,
directions, and performance expectations, as well as a
focus on customers and other stakeholders,
empowerment, innovation, and learning. Also
examined is the organizations governance and how
the organization addresses its public and community
responsibilities.
1.1 Organizational Leadership
a. Senior Leadership Direction
b. Organizational Governance
b. Organizational Performance Review
1.2 Social Responsibility
a. Responsibilities to the Public
b. Ethical Behavior

Strategic Planning in the

Baldrige Criteria
The Strategic Planning Category examines how an
organization develops strategic objectives and
action plans. Also examined are how chosen
strategic objectives and action plans are deployed
and how progress is measured.
2.1 Strategy Development
a. Strategy Development Process
b. Strategic Objectives
2.2 Strategy Deployment
a. Action Plan Development and Deployment
b. Performance Projection