Strategic Leadership For Turbulent Times

In today’s organizations, it is no longer the CEO who acts as the sole strategic leader. From single individuals to larger teams and networks, leaders at all levels are infiltrating the formal organizational structure and making strategic leadership an increasingly complex endeavor. In Strategic Leadership for Turbulent Times, Kriger and Zhovtobryukh shrewdly describe the true experiences of what employees encounter as internal and external environments evolve, and how to uphold the personal and organizational values which affect both human and social capital. They examine how leadership strategies are used in real situations and highlight the importance of managerial wisdom for sustainable growth. Finally, they offer advice for strategic leaders on leading effectively in highly turbulent economic, social, technological, and multicultural times.

Discover true leadership with this actionable guide from a world renowned leadership expert, psychoanalyst, and executive coach In Leading Wisely: Becoming a Reflective Leader in Turbulent Times, renowned leadership expert, psychoanalyst and executive coach Manfred Kets De Vries delivers an insightful and unique exploration of what it means to lead with wisdom. The book demonstrates that exclusive reliance on knowledge, data, and information yields a superficial leadership style lacking in depth and discernment. What's more important in the wisdom equation is possessing humility, judgment, empathy, compassion, and night vision. With eleven chapters full of anecdotes and tales from a variety of spiritual and cultural traditions that enrich and lend a deeper significance to the choices we make as leaders and members of organizations, Leading Wisely provides readers with: A thorough exploration of dealing with negative—but entirely natural motivations, like envy and greed An emphasis on the Golden Rule—treating others as we like to be treated ourselves An opportunity to be courageous—to consciously and intentionally pick our battles, saving energy for what really matters Lessons on how to listen intently and actively, truly hearing what our colleagues, friends, family, and followers are saying before reacting Finding happiness within ourselves Leading Wisely: Becoming a Reflective Leader in Turbulent Times is a startlingly incisive book, filled with messages that make the book required reading for anyone in a position of leadership or power. It also belongs in the libraries of well-being and health practitioners who frequently deal with businesspeople as clients or patients.

Business Leadership in Turbulent Times presents an integrative methodology for decision-making that advances the notion that business success involves more than strategy. Strategy is an important facet but not the only determinant for success. Devising the strategy in the first place, deploying assets, following a financial model that supports the strategy, picking the right leaders, and company culture all play critical roles. In this book, the authors share an approach for businesses to thrive during good and bad times. Reflecting on their diverse experiences in business and academia, they answer questions such as: • Why do some firms become winners while others lose? • How do successful firms create and sustain value? • Why do firms that were once great suddenly fail? Most importantly, the authors provide a framework for senior executives to make decisions even during times of crisis. The book includes an appendix of insights and predictions about the impact of COVID-19 on business leadership. The crisis has implications on short- and long-term priorities, the pace of innovation, and the role of leaders.

Companies face increasingly turbulent times. Economic and political uncertainty, sustainability developments, and competitors with new business models are just some issues that stretch companies' resilience and adaptability. Strategy in Turbulent Times presents a way of analyzing and fighting turbulent environments. Using four animal metaphors, the Camel, Salmon, Chameleon and Octopus, it shows you how to develop new strategies and how to implement them. It is up to you to discover which animal represents the appropriate turbulence strategy for your organization. 'Strategy in Turbulent Times' is a wonderful and practical book, full of inspiring examples that examines how organizations can respond to turbulence. This excellent book is full of fresh ideas and practical advice. It deserves to be widely read and be on the shelf of every senior executive crafting their organisation's strategy. - Costas Markides | Professor of Strategy and Entrepreneurship | Holder of the Robert Bauman Chair in Strategic Leadership | London Business School Strategy in Turbulent Times provides a state of the art playbook for the tactics you can use to make sense of and respond to the forces of disruption in your industry. - Julian Birkinshaw | Vice Dean & Professor of Strategy | London Business School Kurt Verweire successfully explains how to understand and tackle a turbulent environment in this highly relevant book. - Marion Debruyne | Dean Vlerick Business School Kurt Verweire offers us practical insights. This is useful material for any manager seeking opportunities in what I like to call The Never Normal. - Peter Hinssen | Author | Keynote-speaker and Serial Entrepreneur Strategy and turbulence... two words that capture the essence of many companies' current transformation efforts. Much akin to a cyclist navigating a mountainous terrain, success lies in balancing the focus on the summit while acknowledging the significance of each pedal's stroke. Profits aren't assured, yet a steadfast strategy and unwavering execution significantly tip the scales toward success. - Erik Luts | Chief Innovation Officer KBC Group

Strategic Thinking for Turbulent Times is a conceptual and operational guide to the process of business strategy formulation within a turbulence driven economic and business environment. This book features pioneering work on the process of strategic thinking after the dramatic shift in the fundamental premises of strategic management.

Managing uncertainty has become a new business imperative. Technological discontinuities, regulatory upheavals, geopolitical shocks, abrupt shifts in consumer tastes or behavior, and many other factors have emerged or intensified in recent years and together conspire to undermine even the most carefully constructed business strategies. Managing Uncertainty: Strategies for Surviving and Thriving in Turbulent Times addresses these new challenges, assessing the sources of business turbulence, how to classify uncertainty, and the different ways in which uncertainty can be embraced to allow greater innovation and growth. Drawing on examples from around the world, the book presents the most recent ideas on what it means to manage uncertainty, from practitioners, academics, and consultants. • Addresses the challenges of managing uncertainty in business • Presents a step-by-step guide to managing business uncertainty • Draws examples from major international companies, including Intel, Procter & Gamble, Siemens, Boeing, Quinetiq, Philips, China Telecom, Ford, Apple, Shell, Glaxo SmithKline and many more Written for business leaders and managers looking for new ways to ensure that their businesses continue to thrive in a world of increasing complexity, Managing Uncertainty presents new and innovative ideas about reducing risk by understanding difficult-to-predict shifts.

Turbulent times occur due to crises, which can happen at any time and in any organisation. Even if the firm is doing well today, it does not eradicate the possibility of the firm being thrown into trouble in the nearest future. No one can predict the future. While leaders of a company are enjoying the good times, they should equally consider the possibility of turbulent times; as a result, they should prepare for eventualities. They should get themselves ready for those times that crisis will be the order of the day. No one wishes for crises, but the crisis does not come by wishing for them; they come a random and the causes can be internal or external. Preparing ahead of time can prevent the problems of under preparation for crises. A company and its management should understand how to manage crises situations when such arise. The leaders in a company should be visionary enough to get them set for any problem that may arise.

ᅠReaders and leaders interested in planning and leadership in higher education will receive two primary benefits from the book Navigating Through Turburlent Times........ First, a strategic decision making model that they can apply with their leadership teams in universities, systems and Boards. Second, they will be exposed to real life experiences from turbulent or unstable environments that they will likely confront during their careers. The six components of the strategic decision making model are laid out in detail and used as the focus for recognizing and resolving issues that contribute to instability. The integration of the model with the actual experiences provides leaders and their support teams with a comprehensive tool to address current and future challenges. The model components include: 1) an organizational mentality committed to strategic thinking, 2) a maximum amount of historical data and information for analysis to inform decision makers, 3) highly globalized scans of the future integrated with other decision making information, 4) ongoing strategic planning processes, 5) transparency to incorporate all key constituencies in planning and 6) a planning and assessment framework that allows leaders to weigh and filter information into thoughtfully constructed strategic alternatives and action plans. The success of the model is based on the integration of all components, with strategic thinking permeating all aspects of decision making. Ultimately leaders and leaders in waiting will be able to better anticipate and resolve problems through the use of the six major interactive components of the model. Problems (as reflected through the experiences) that create instability such as dramatic funding reductions, unanticipated leadership successions, rapidly increasing student costs, limited communications with constituencies, limited planning and strategic thinking, etc. can be considered from the outset of thoughtful, strategic planning and thinking exercises and not simply "fixed" after alternative strategies are in place.