Sie sind auf Seite 1von 18

1

Leadership &
Winning Strategies

Abdul-Aziz-Al-Ghurair
December 2005
The Role of the Leader
Set the Strategic Direction Vision to Action
Communicate & mobilise the organisation
towards the shared vision
Create the right Organisational culture conducive
for achievement of the vision
Encourage and motivate people

The Role of the Leader
Set the Strategic Direction Vision to Action
Communicate & mobilise the organisation
towards the shared vision
Create the right Organisational culture
conducive for achievement of the vision
Encourage and motivate people
VISION
MISSION
OPERATING
SYSTEMS
GOALS
STRATEGIC
PRIORITIES
ACTION
PLANS
Vision - Defines who we intend to be, provides a
compelling picture of the future which is credible
attractive and inspiring.

It is long term i.e. 10 years or more
VISION TO ACTION
Strategy is as good as it is executed
Mashreqbank
Vision for the Future


A World-class
Organisation where
People team up to do
Extraordinary Things.

Mission - Articulates what business will we be in, what
are our aspirations, how will we win. It has to
be precise, clear and easily understood.
It provides focus for the organisation for a
defined time frame in pursuit of common and
well understood goals.
VISION TO ACTION
VISION
MISSION
OPERATING
SYSTEMS
GOALS
STRATEGIC
PRIORITIES
ACTION
PLANS
Strategy is as good as it is executed
Mashreqbank Mission
2005 - 2007
Mission 3Qs
In pursuit of:

Quality People
Quality Service
Quality Earnings
VISION
MISSION
OPERATING
SYSTEMS
GOALS
STRATEGIC
PRIORITIES
ACTION
PLANS
Goals: Quantitative measures of success in
achieving the Vision & Mission
- Tangible milestones
- Time bound and Business specific
- Stretch but credible
Example- Economic Profit: AED785M
ROA: 3.3%
VISION TO ACTION
Strategy is as good as it is executed
VISION
MISSION
OPERATING
SYSTEMS
GOALS
STRATEGIC
PRIORITIES
ACTION
PLANS
Strategic Priorities : The broad initiatives for achieving
the specific goals
- Business issues to be addressed
- Infrastructure issues to be addressed
- Corporate level issues to be addressed

Example - Service Quality will be the key differentiating factor
for the bank
VISION TO ACTION
Strategy is as good as it is executed
VISION
MISSION
OPERATING
SYSTEMS
GOALS
STRATEGIC
PRIORITIES
ACTION
PLANS
Action Plans - Execution plans to support strategic
priorities (functional/Business/Department specific)
- Provide time frame for execution & accomplishment
- Resource Allocation
- Cross functional support

Example - Grow the share of business from SME customers by
expanding geographical presence and industry focus.
VISION TO ACTION
Strategy is as good as it is executed
VISION
MISSION
GOALS
STRATEGIC
PRIORITIES
ACTION
PLANS
Operating Systems - Methods used to run the business
and track progress against goals.

Examples: Quality Standards, Operational Processes,
Management Processes,
Documentation, KPIs, MIS, Budgets, Management Objectives,
Balanced Scorecard
VISION TO ACTION
OPERATING
SYSTEMS
Strategy is as good as it is executed
Role of the Leader
Set the Strategic Direction - Vision to Action
Communicate & mobilise the organisation
towards the shared vision
Create the right Organisational culture conducive
for achievement of the vision
Encourage and motivate people

Mobilise the Organisation towards the
shared vision
To believe they have to see a common purpose and
a role for themselves
Ongoing Communication & Feedback
Credible behaviour by leaders
People do not implement what they do not believe
VISION TO ACTION ROAD MAP
- CORPORATE

- LEADERSHIP
FORUM
LEVEL

REPN.
- GROUP/DIV
- GRP/DIV
HEADS
LEVEL

REPN.
- DEPARTMENTS

- DEPT/UNIT HEADS
LEVEL

REPN.
- INDIVIDUALS

- DEPT/UNIT HEADS
LEVEL

REPN.
VISION
CORPORATE
GOALS
CORPORATE
STRATEGIC PRIORITIES
GROUP/DIVISION
GOALS
GROUP/DIVISION
STRATEGIC PRIORITIES
GROUP/DIVISION
ACTION PLAN
GROUP/DIVISION
MBOs
GROUP/DIVISION
ANNUAL PLAN
DEPARTMENT / UNIT
MBOs
DEPARTMENT/UNIT
ANNUAL PLAN
DEPARTMENT/UNIT
MBO REVIEW
INDIVIDUAL
MBOs
INDIVIDUAL
MBO REVIEW
PERFORMANCE
APPRAISAL
MISSION
GROUP/DIVISION
PERIODIC MBO REVIEW
Mashreqbank
To believe they have
to see a common
purpose and a role
for themselves
Mobilise the Organisation towards the
shared vision
To believe they have to
see a common purpose
and a role for themselves
Ongoing
Communication &
Feedback
Credible behaviour by
leaders
People do not implement what they do not believe
Communication Initiatives
Structured Communication Calendar
Meet Your CEO meetings in small groups
CEO Walk-around
Group/Division Head meetings & walk-around
Employee Engagement Survey
Employee Suggestion Scheme


Communication Initiatives
Communication Initiatives