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Supporting Your Management Plans

Archive for December 18th, 2009

The Coming Leadership Gap: What You Can Do About It

Summary:

John Ryan writes that leading people and strategic planning are the top two skills needed for management in the next five years, according to a survey, conducted by The Center for Creative Leadership, of more than 2,000 leaders from 15 companies in the U.S., India, and Singapore. The ability to leading people is essentially being able to direct, motivate, and engage your colleagues. Just because an individual is talented in an area, for example sales, does not necessarily mean they are effective leaders.

Strategic planning is translating vision into realistic business strategies.  Ryan writes that once you have a strategy, the next step is to share it with everyone in the organization. Finally, arrange for colleagues to develop their own expertise in strategic planning.

Article Quote:

“There’s no question we can build greater skill at leading people and strategic planning in ourselves and our organizations. But making it happen requires a sense of urgency—and knowing that the leadership gap will only widen if we stand by waiting for it to correct itself.”

Linkhttp://www.businessweek.com/managing/content/dec2009/ca20091214_346828_page_2.htm

The ability to effectively lead people is a skill that many, but not all, within an organization can develop. Investing in leadership and strategic planning education for employees will create an advantage over competitors. Too often, these skills are not developed and when we see strategies fail, it’s not always because they were bad ideas, but because the strategy wasn’t communicated and implemented well.

For more on strategic planning, seehttp://www.performancesolutionstech.com/category/strategicplanning/

Strategic Intelligence: Business Intelligence: Competitive Intelligence, and Knowledge Mangement

Summary:

This is an article discussing a book about the convergence of knowledge management (KM), business intelligence (BI), and competitive intelligence (CI) into what the author defines as strategic intelligence. The text is divided into two sections: the first describes and defines these terms and the second part of the volume describes case studies written by recognized experts in the fields of KM, BI, and CI. The case studies include strategic scenarios at Motorola, AARP, Northrop Grumman, and other market leaders.

Article Quote:

Strategic intelligence (SI) has mostly been used in military settings, but its worth goes well beyond that limited role. It has become invaluable for improving any organization’s strategic decision making process. The author of Strategic Intelligence: Business Intelligence, Competitive Intelligence, and Knowledge Management recognizes synergies among component pieces of strategic intelligence and demonstrates how executives can best use this internal and external information toward making better decisions.”

Link: http://supremezz.blogspot.com/2009/11/strategic-intelligence-business.html

As described, this book sounds like a good source for information on key business terms and functions, with practical examples to follow. It appears that the advantage this book provides is the strategic scenarios of market leaders where one can learn by example.

One topic not described in the article is the use of performance technology and its benefits. WIthout strategic planning technology to assist in implementing goals, the result is wasted time, energy, and resources.

For more information on strategic intelligence technology, see http://www.managepro.com/executestratplan.html

Tonya Welch

ManagePro.com

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