Leadership! Strategy!

-How do
we do it?
A presentation During:
Kasarani Sub-County, Annual Leaders Consultative Forum
Saturday 3rd March 2018 At ICIPE Conference Centre

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 Agile----Agility
So what makes an agile leader? Here are three traits that I
have seen agile leaders demonstrate:
• They embrace ambiguity,
• Rather than focusing on the right or wrong way, agile leaders ask “What
if?’ They look to discover a better way and explore multiple
possibilities.
• They seek new experiences and insights
• An opportunity that seems intimidating often signals an area of growth
and possibility. Agile leaders push boundaries and embrace new
perspectives.
• They practice creativity
• People aren’t born creative; it is a skill that is developed.
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 Much of the Cooperatives landscape
will change significantly in response to
the evolving forces of customer
expectations, regulatory requirements,
technology, demographics, new
competitors and shifting economics.

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You Cooperatives need to choose what
position to adopt against this change –
whether to be a shaper of the future, a
fast follower, or to manage
defensively, putting off change. Staying
the same is not an option
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 I believe that the champions in coming
future will not only execute persistently
against today’s requirements, but will also
innovate and transform themselves to
prepare for the future. This future will
require Cooperatives to be agile and open,
ready to explore different options in an
uncertain world.
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Leadership that Stand On Fact
And Principle – No Matter The
Circumstances

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Cooperatives leaders you need to successful execute your strategies-
Four Barriers to Strategy Execution
The Vision Barrier
Only 5% of the Stakeholders
understand the strategy

The People Barrier The Management Barrier

Only 25% of managers have 9 of 10 Organisations 85% of executive teams
incentives linked to overall fail to execute strategy spend less than one hour
strategy month discussing strategy

The Resource Barrier

60% of organizations do not
link budgets to strategy

Today’s management systems were designed to meet the needs of stable

industrial organizations that were changing incrementally

You can’t manage strategy with a system designed for tactics

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Align Leadership Team – Consensus and Commitment

 Unless senior leaders concur on both the vision

and the plan, they cannot carry out the strategy
successfully
 Strategy execution is built on two pillars of
support from leadership:
 Building consensus Successful Strategy
 Securing commitment Implementation / Execution

Commitment
Consensus 2/4/2019 2:25 AM 8
NATURAL CAUSE AND EFFECT LOGIC
Financial Fruits And Realise the Vision
Results
To Drive Financial
Success...

Needed to Deliver
Unique Sets
Customer of Benefits to Customers...
Branches Benefits

To Build the Strategic

Internal Capabilities…
Capabilities Trunk
Right Leadership-Knowledge, Skills, and Competencies-Motivated People Equip Our People...

Roots 9
 DRIVE THE EXECUTION AGENDA - STRATEGY AND CHANGE

Remember, Dr. Norton says:

“ …managing strategy is managing change.”

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BOARD OF DIRECTORS – ALIGNMENT
Boards of Directors Have Difficulty
Focusing on Strategy Because of:
 Limited time and involvement
 Insufficient information to effectively
function
 Inundated with “ show and tell ”
Board of Directors
presentations that review part
performance
 Little attention to strategy direction and
CORPORATE
issues
 Too much attention toward regulatory BUSINESS UNITS
compliance

Boards are being held accountable

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WHY A BOARD OF DIRECTORS SCORECARD?
Reason #1: BOARD SCORECARD
(Shared Strategic Agenda)
―Approval function
―Communication mechanism Objectives Measure

―Agenda structure for 1. Support Financial Success xxx

2. Ethical and Legal Compliance xxx

meetings
Board of Directors 3. Strategic Plan Review xxx
Cooperatives SCORECARD 4. Reliable Financial Reporting xxx
(Shared Strategic Agenda)
5. Satisfy Org. Stakeholders xxx
Objectives Measure
CORPORATE 6. Strong Succession Process xxx
1. Aggressive Growth xxx

2. Customer Loyalty xxx

3. Speed and Flexibility xxx ―Reason #2:

4. Customer Intimacy xxx
―Defines the board contribution
5. Operational Excellence xxx
―Clarifies information the board
6. Right Skills xxx
needs from the organization
7. Accountability Culture xxx

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Context for Strategy Execution Leadership

Leadership for strategy execution is the

process by which organizations ensure they
have the right leaders and leadership to
ensure excellence in the execution of their
strategy.
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COMMUNICATE THE STRATEGY - “MUST DO’S”

Leadership must ensure that:

An integrated communication plan is prepared
and executed
Strategy is made visible throughout the
organization
Messages are consistent with the strategy
“Ripple effect” takes place
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LEADERSHIP TEAM MUST “WALK THE TALK” – MODELING THE BEHAVIOR

Lead by example
Be visible and participate in the development
and implementation process
Manage barriers
Understand potential roadblocks in Change
acceptance and plan to manage them
Be positive
Decide to be positive about change and stay
that way

Leaders can delegate tasks, but the must “own” the organizational 2/4/2019
change 2:25 AM 15
 Successful organizational
culture is based on clear values.

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Characteristics of Successful Strategy Execution Leadership

1. View strategy execution and leading change as their job.

2. Align, assign and hold accountable their direct reports to fulfill specific roles in
strategy execution.
3. Have a keen understanding of the process of change.
4. Know how and when to push the leadership accelerator.
5. Stay the course despite opposition.
6. Put a success on communications to their people through transition.
7. Insist on following a proven strategy execution process.
8. Understand the true cost of execution and they allocate and protect the resources
required.
9. Make timely and difficult decisions based on factual information.
10. Open to feedback and willing to change their minds and behaviors.
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Future requires Cooperatives
Leadership that Develop a
customer-centric business
model
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“Don’t try to be all things to
all people… Just try to be
something to someone. Find
your sweet spot.”
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 In sum, cross-selling efforts
require you be proactive; do not
wait for members to ask
questions.
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Cooperatives leadership that
supports solution that
optimizes distribution of the
services and products
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Cooperatives Leadership that
Simplifies the business and
operating model

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 Cooperatives Leadership
supports the use of
Data/information advantage

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 Cooperatives Leadership
Empowering innovation, and
the capabilities required to
nurture it
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 Cooperatives Leadership
that Proactively manages
risk, regulations and capital

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Final Thoughts

Much is changing in the financial

institution scenery – with regulation,
technology, demographics, changing
customer expectations, greater
competition and issues with
Cooperatives’ own legacy business and
operating models. The challenges are
clear, even if the ultimate endgame is not.
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Final Thoughts
 Cooperatives need to get ahead of these challenges and retool
to win today, tomorrow and in the coming uncertain future.
They need to make hard choices about:
 Which customers to serve, how to win and where not to play.
 You need to rebuild your organisations around the customer,
simplify and structurally reduce cost.
 You need to learn to be agile, innovative and adaptable in
order to execute effectively – and deal with uncertainty as the
future unfolds.
 You need to do things differently and think unconventionally
differently.
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Final Thoughts

 Every Cooperatives needs to develop a strategy to tackle

these challenges.
 One that transcends the status quo and considers all
possibilities.
 One that can adapt to an uncertain future.
 And one that takes an end-to-end view – integrates the
changes in markets, customers, risk, regulation, operations,
technology – and the challenges of implementing real-world
largescale change
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Final Thoughts-Which
one represents your
Cooperatives?

ALIGNMENT ARROWS
 IDEAL

People heading in the same direction Sustainable

Results

CURRENT

Lack of Results
 “We cannot solve our problems
with the same thinking we
used when we created them.”

All improvement is change, all change is not improvement

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Thank you

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 My Contacts
By Sirengo Maurice,
Dynamic Management Consultant, Strategist & Business Excellence
Expert,

Website: www.vpmc.co.ke,
Email: info@vpmc.co.ke , Sirengo@outlook.com,
Mobile: 0722631770/0772631770/0735631770
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