Leadership and Winning Strategies

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1 Leadership & Winning Strategies Abdul-Aziz-Al-Ghurair December 2005

The Role of the Leader : 

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 : 

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

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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 : 

Mashreqbank Vision for the Future A World-class Organisation where People team up to do Extraordinary Things.

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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 Mission2005 - 2007 : 

Mashreqbank Mission2005 - 2007 Mission 3Qs In pursuit of: Quality People Quality Service Quality Earnings

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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

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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

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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

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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, KPI’s, MIS, Budgets, Management Objectives, Balanced Scorecard VISION TO ACTION OPERATING SYSTEMS Strategy is as good as it is executed

Role of the Leader : 

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 : 

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

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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 : 

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 : 

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

Communication Initiatives : 

Communication Initiatives