3.1 Developing strategy

Question 1

Wearden identifies four area of fundamental background:

• the role of leadership
• the organisation as a system
• the people in the system and
• the funamental actions that are required to _______ _______

Answer 1

maintain momentum

Question 2

Maccoby states that a leader is someone with _________

Answer 2

followers

Question 3

What is the difference between a transformational leader and a transactional leader?

Answer 3

A transformational leader focuses on building a strategic vision and culture. A transactional leader focuses on achieving the day to day operational flow to enable a strategy.

Question 4

Schomaker’s five leadership skills are:

• anticipate
• challenge
• interpret
• decide
• align
• ________

Answer 4

learn

Question 5

What are Covey’s four dimensions that are required to become an effective leader?

Answer 5

• Security
• Guidance
• Power
• Wisdom

Question 6

Senge’s Learning Organisation is built from 5 cumulative stages. What are these?

Answer 6

1 Personal mastery
2 Mental models
3 Shared vision
4 Team learning
5 Systemic thinking

Question 7

Wearden says that SWOT analysis is normally portrayed as a matrix. What is the benefit of this?

Answer 7

A matrix visually displays the different aspects of the analysis aligned against each other.

Question 8

In SWOT analysis, what is the difference between the micro- and macro- environments?

Answer 8

The micro-environment can be materially affected by the organisation (e.g. negotiable items) while the macro-environment is outside the direct control of the organisation.

Question 9

What is often referred to as determining “operational fit”?

Answer 9

Strategic vision should be based around reality rather than an unachieveable vision.

Question 10

What are the three underpinning aspects of an organisational supply chain?

Answer 10

1) Inputs (people, capital, material, knowledge)
2) Transformation process (unique selling point)
3) Outputs (good, services)

Question 11

“It is clear that there are three constituents to a system. What are they?

Answer 11

The whole
The parts
The connection between the parts

Question 12

What is meant by information assymetry?

Answer 12

The disconnect between the knowledge of the Board vs the staff. The Board understand strategic goals but not the day-to-day issues, whereas the opposite is true for the staff.

Question 13

Weardon gives three suggestions to help people understand the strategy. What are they?

Answer 13

Strategy workshops
Strategy projects & teams
Holistic business case justification.