The Impact of Strategic Leadership on Business Intelligence

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Understanding the Impact of Strategic Leadership on Business Intelligence

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The Impact of Strategic Leadership on Business Intelligence How Strategic Leaders Turn Data Into Profits Oyewole O. Sarumi |PhD|

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‘All men can see the tactics whereby I conquered but what none can see is the strategy out of which it evolved.’ - Sun Tzu

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Our Scope • What is Strategic Leadership • Strategic Leadership and SMP • The Key Responsibility of Strategic Leaders Today. • Why Business Intelligence • Personal Traits for Strategic Leaders • Leadership Differentiators • Leader’s Role in Change Process • Business Intelligence Best Practices Our Scope

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Leader - Leadership EVERYBODY IS TALKING ABOUT LEADERSHIP • If you Google the word leader you get appr.922000000 results • If you Google the word leadership you get appr.462000000 results.

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Leader - Leadership EVERYBODY IS TALKING ABOUT STRATEGY STRATEGIC LEADERSHIP • If you Google the word strategy you get appr. 645000000 results • If you Google the word strategic leadership you get appr.11600000 results.

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BI -Business - Intelligence EVERYBODY IS TALKING ABOUT BUSINESS INTELLIGENCE • If you Google the word business Intelligence you get appr. 6560000000 362000000 results respectively • If you Google the word business Intelligence you get appr.102000000 results.

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• On Amazon.com there are over 1480000 books whose topics are related with strategy leaders leadership • In Wikipedia 9 theories of leadership and 11 different types of leaders are named. Leader - Leadership

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Strategy Leader • Strategic leaders think act and interact in ways that are deliberately focused on creating sustainable competitive advantage for the organization

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Strategy Leader Strategic leadership is the art of accomplishing more than the science of management says possible Source: Collin Powell A Leadership Primer SlideShare

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Strategy Leader • Strategic leaders fit no stereotypes don’t chase the latest management fads. The situation dictates which approach best accomplishes the leader’s mission.

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The Decision Making Process Problem Identification Finding Alternatives Making a Choice “Information and knowledge form the backbone of the decision making process” Decision Making Basics:

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Decision Action Cycle User Applies Intelligence to Data To Produce Information This forms the basis of Knowledge Knowledge is used in decision making Decisions trigger Actions Actions in turn generate more data

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Who Makes Decisions • Decision making at different levels: – • Operational – Related to daily activities with short-term effect – Structured decisions taken by lower management • Tactical – Semi-structured decisions taken by middle management • Strategic – Long-term effect – Unstructured decisions taken by top management Strategic Tactical Operational

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Strategic Leadership • Strategic leadership involves: – the ability to anticipate envision maintain flexibility and empower others to create strategic change – multi-functional work that involves working through others – consideration of the entire enterprise rather than just a sub-unit – a managerial frame of reference

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Successful Strategic Actions Strategic Leadership and the Strategic Management Process Effective Strategic Leadership Strategic Intent Strategic Mission shapes the formulation of and influence

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Strategic Leadership and the Strategic Management Process Strategic Competitiveness Above-Average Returns Formulation of Strategies Implementation of Strategies Successful Strategic Actions yields

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Factors Affecting Managerial Discretion External Environment • Industry structure • Rate of market growth • Number and type of competitors • Nature and degree of political/legal constraints • Degree to which products can be differentiated External Environment

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Factors Affecting Managerial Discretion Characteristics of the Organization Characteristics of the Organization • Size • Age • Culture • Availability of resources • Patterns of interaction among employees External Environment

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Factors Affecting Managerial Discretion External Environment Characteristics of the Organization Characteristics of the Manager Managerial Discretion Characteristics of the Manager • Tolerance for ambiguity • Commitment to the firm and its desired strategic outcomes • Interpersonal skills • Aspiration level • Degree of self-confidence

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Leadership Code • A need to simplify and synthesize rather than to generate more complexity and confusion

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Time Orientations of Leaders » Future Present Operational Leaders Strategic Leaders

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Who is the Strategic Leader • Strategic Leader… – is a Strategist that shapes the future. – is a Human Capital Developer that builds the next generation.

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Strategic Leader is the “People Intensive Change Leader”. Definition of Democracy by Lincoln “Government of the people by the people for the people”

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Strategic Leader • S/He begins with the end in mind by knowing what he dreams about accomplishing and then figures out how to make it happen.

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Strategic Leaders ENLISTS OTHERS ENVISIONS THE FUTURE

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Strategic Leadership • It differs from “ordinary” leadership in that – it has broad scope – its impact is felt over a long time in the life of the business – it often involves the creation of significant organizational change both inside and outside the organization

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Strategic Leadership • Strategic leaders understand that strategy is a learning process rather than an event • Effective strategic leadership involves a dynamic interplay between thinking strategically acting strategically building strategic relationships. Source: Belinda Davies http://leadershipsolutions.co.za/

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Becoming a Strategic Leader Values Ethics Codes Morals Standards Experience Basic Skills Knowledge Command Authority Responsibility Strategic Thinking Skills Strategic Competency Strategic Leadership

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“Becoming a Strategic Leader” by Richard L. Hughes and Katherine C. Beatty ISBN 0-7879-6867-6.

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• Make more informed business decisions: – Competitive and location analysis – Customer behavior analysis – Targeted marketing and sales strategies – Business scenarios and forecasting – Business service management – Business planning and operation optimization – Financial management and compliance Why BI

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Definition Business Intelligence BI refers to skills technologies applications and practices used to help a business acquire a better understanding of its commercial context. http://DavidHubbard.net/powerpo int

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Business Intelligence Done Right Turns: • Data Into Information • Information Into Knowledge • Knowledge Into Decisions • Decisions Into Profits http://DavidHubbard.net/powerpo int

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BI Answers Business Questions Like:

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Which Of My Customers Are Most Profitable

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Or Who Are My Customers

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Which Products Cost The Most To Maintain

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Where Can We Cut Costs

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Half Of Our Marketing Efforts Earn Us A Fortune Could Someone Please Tell Us Which Half That Is

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Business Intelligence Recipe Start With Your Legacy Data

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Bring In

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Or Lady Got To Be P .C…

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Intelligence Pyramid

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Turn That Data Into

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Or Pie Charts Or Whatever

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Using The Wonders Of Technology SAS Crystal Business Objects Oracle Cognos Informatica MYSQL DB2 AbInitio SQL Server Greenplum Teradata QlikView Sybase Java Talend Pentaho http://DavidHubbard.net/powerpo int

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Get The Information In Front Of The Right Group

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Think Through Some New Strategies

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Implement Changes In Your Business

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Watch For Results

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Adjust And Repeat As Needed

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Business Intelligence Done Right Turns: • Data - Information • Information - Knowledge • Knowledge - Decisions • Decisions - Profits http://DavidHubbard.net/powerpo int

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The Strategic Leadership Framework The New Maps are Forming on New Assumptions Leaders are people who singularly or with others establish direction and then mobilize people capture resources and create an adaptive learning culture to move toward it. The Leader mantra is common ends and values and adaptable ways and means. Finding the right leader is crucial but less to provide answers than to build the conditions under which followers can flourish and give their best. 3/16/2016 Pisapia J. 2009. The Strategic Leader. Charlotte NC: IAP 53

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Pisapia J. 2009. The Strategic Leader. Charlotte NC: IAP 54 We Need Strategic Leaders at every level of the organization who can work in a strategic way which means creating and executing an actionable Plan. 3/16/2016 The Strategic Leadership Framework Basic Assumption

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Pisapia J. 2009. The Strategic Leader. Charlotte NC: IAP 55 The Strategic Leadership Framework WE NEED TO LEARN NEW HABITS We need the ability as well as wisdom to make and implement: CONSEQUENTIAL DECISIONS about :  ENDS  ACTIONS and  TACTICS which keeps our organization positioned in its environment. 3/16/2016

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The Strategic Leadership Framework The New Maps are Forming on a new Skill Set 3/16/2016 Pisapia J. 2009. The Strategic Leader. Charlotte NC: IAP 56 Leader Thinking Skills Systems Thinking Reflecting Reframing Leader Design Tactics Minimum Specifications Organizational Fitness Generative Conversations Chunking Change Leader Actions Managing/Transforming Bonding Bridging Bartering Leader Structural Tactics Clear Concrete Target Track Performance Teach Organization’s Point of View Make Learning a Priority Empower Recruit and Select for Organization and Culture Fit Tie Rewards to Results Individual Growth Contribution

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The Strategic Leadership Framework The New Maps Aare Forming Around New Habits 3/16/2016 Pisapia J. 2009. The Strategic Leader. Charlotte NC: IAP 57 The takeaway is that strategic leaders use two core competencies to drive learning and performance: Agility and Artistry. New habits are grounded in a holistic learning process described as the Leader’s Wheel

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The Core Competencies Inside The Strategic Leader’s Wheel Artistry - Agility Anticipating Articulating Aligning Assuring 58 3/16/2016 Pisapia J. 2009. The Strategic Leader. Charlotte NC: IAP The takeaway is that strategic leaders combine these habits into two protocols to drive learning and performance: strategic thinking and strategic execution.

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Personal Traits for Strategic Leaders • Openness to new experiences • Curiosity about the world future • Enthusiasm and energy • Willingness to listen and learn • Ability to adapt rapidly to change • Willingness to ask the right questions • Innovativeness and creativity • Self confidence • Result orientation

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Leadership Differentiators • S/He has a change vision a working one. A vision that – gives meaning to the changes expected of people – evokes clear and positive mental images of expected change – creates pride energy and a sense of achievement – links change activities and performance results

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• S/He has courage for doing the right thing • S/He gets everyone perform above average • S/He ensures that all activities are connected to customer / employee satisfaction • S/He has the ability to organize skills for flexibility agility Leadership Differentiators 2

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• S/He has the skills of becoming more than a good manager • S/He has a mind-set of no excuse • S/He sustains and builds results over time • S/He builds the leader/teacher pipe-line for developing leaders for the future. Leadership Differentiators 3

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Leader’s Role in Change Process • Establishes a Sense of Urgency • Creates a Guiding Coalition • Develops a Vision and Strategy • Communicates the Change Vision

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• Empowers Employees for Action • Generates Short-Term Wins • Consolidates Gains and Produce More Change • Anchors New Approaches in the Culture Leader’s Role in Change Process

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I skate where the puck is going to be not where it has been Wayne Gretskey Leadership that can THINK ACT INFLUENCE

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Business Intelligence Best Practices • BI – using data strategically and smartly

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Business Intelligence Best Practices • BIGGER ISN’T ALWAYS BETTER • Solutions must do more than gather and process tons of data: Trustworthiness and Immediacy are key.

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Business Intelligence Best Practices • DELIVERABLE VALUE OVER TCO • If your BI implementation strategy will deliver on specific ROI objectives you’ll gain greater buy-in regardless of the initial TCO Total Cost of Ownership

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Business Intelligence Best Practices • TAKE STOCK OF CURRENT RESOURCES • Look within the organisation to leverage the IT you already own to support BI – your CFO and other purchase decision-makers are more likely to support additional investments

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Business Intelligence Best Practices • FILE-FORMATTING RESOURCES • BI draws from more than 300 file formats such as HTML Word Excel PDF Images and Multimedia to make use of unstructured data. Be sure you’re ready for these various sources.

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Business Intelligence Best Practices • CREATE BI POLICIES FOR DEPLOYMENT • Policies should cover how data is best captured stored and processed to maintain a high level of integrity relevance and accessibility.

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Business Intelligence Best Practices • GO TEAM: INVOLVE BUSINESS LEADERS FROM THE ONSET • BI is all about supporting business needs so you’ll need constant input from these leaders to keep IT on the right track.

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Business Intelligence Best Practices • THE ONLY CONSTANT CHANGE • Disruptive market changes and evolving business requirements will test the agility of your BI deployment.

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Business Intelligence Best Practices • LIMIT INITIAL USER PARTICIPATION • If BI is unleashed upon the masses all at once confusion effort duplication errors and user abandonment are likely to tarnish BI’s effectiveness.

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Business Intelligence Best Practices • DEFINE THE PROJECT’S SCOPE • Implementing a BI undertaking in stages is essential but you should understand ultimately how many users and functions will need to be supported over time.

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Business Intelligence Best Practices • TRAINING DAY • To give the BI project the greatest chance of success appoint IT members as your BI gurus and proactively enlist them to train employees.

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Business Intelligence Best Practices • SUPPORT SELF SERVICE • The ultimate goal of BI is to hand off the project to the appropriate business unit. To accomplish this proceed with solution acquisitions and training plans with this objective in the fore front of all decisions.

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• Strategic Leaders who would impact of BI must not just be involved but be fully committed Thank You

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References ibarutcugilrcbadoor.com www.rcbadoor.com www.cioinsight.com References

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References • Jochen Fries. The Contribution of Business Intelligence to Strategic Management. Retrieved from www.ethesis.net/management/management.pdf

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