Tackling 21st Century Challenges through Strategic Leadership
AAPA Annual Convention September 12, 2006 New Orleans Kevin Nourse, MA, CPA, PCC Leap Advocates
Some Opening Thoughts
There is nothing more wasteful than becoming highly efficient at doing the wrong thing -- Peter Drucker The world we have made, as a result of the level of thinking we have done thus far, creates problems we cannot solve at the same level of thinking at which we created them -- Albert Einstein
First, The Bottom Line
In order to respond to 21st century challenges, Port leaders should:
Be aware of the limitations of their own thinking Focus on developing high functioning leadership teams Develop organizational cultures that support a strategic mindset and developmental focus Integrate strategic thinking throughout all levels of management Recognize the limitations of periodic strategic planning
Why This Topic?
Globalization Technology Chaos: Permanent White Water Complexity Rate of change Specific industry challenges
Outline
Leadership and management Strategic thinking defined Strategic Thinking vs. Strategic Planning Strategic Thinking Mindsets Framework Panel presentations Q&A Summary
Basic Assumptions
Industry challenges = leadership challenges Leaders are born and made B = f (p, e) Leadership is not the same as management Strategic thinking is but one aspect of leadership functioning
Leadership & Management
Leadership Human quality Personal Power Long term Vision & Values Long term Management Technical quality Formal power Short term Strategies & Tactics Short term
Strategic Thinking Defined
The process of finding alternative ways of competing and providing customer value (Abraham) A way of solving strategic problems that combines a rational and convergent approach with creative and divergent thought processes (Bonn) It is the art of asking intelligent questions, exploring possible answers, experimenting with possible solutions, and starting the thinking process all over again by questioning the answers arrived at a year or two before (Cusumano & Markides)
Strategic Planning & Strategic Thinking
Predictable & established process for:
Rigorously assessing environments Debating mission/values/goals Developing operational strategies
Major shift in the mid 80s Top down approach Impact of permanent whitewater
Strategic Planning & Strategic Thinking
Strategic Planning Scheduled Process Once a Year Senior leader focused Focused on the answer Science Strategic Thinking Spontaneous Process On-going All management levels Focused on the question Art
Strategic Thinking Framework
Define the Challenge
Critical Thinking
Customers Stakeholders
Creative Thinking
Systems Thinking
Decisions Plans - Actions
Reflection & Insights
Strategic Thinking Research
2002 study: HP, LA County, California State University Findings:
Non-stop conversations Move beyond functional focus More time with customers Knowledge sharing about environments Scenario thinking and development Environmental scanning incorporated in daily roles Group processes to speed up data collection & analysis
Strategic Thinking Mindsets
Critical Thinking (Convergent thinking)
Scenario planning Identifying assumptions Decision analysis
Creative Thinking (Divergent thinking)
Brainstorming Challenging assumptions
Systems Thinking (Big Picture thinking)
Mapping the issue Identifying patterns
Powerful Questions for Leaders
How are we framing the issue? What are we envisioning? What larger port elements or stakeholders might be impacted? What is the far-reaching impact of this problem or solution? What do we assume about the problem or solution? What could have an impact on our ability to achieve the vision?
Strategic Thinking Tools & Practices Framing the Problem: Port Security
How can we?
pay for unfunded security mandates from the Federal government? creatively use the funding we have to solve our most critical security challenges? reduce our need for security investment? learn from other industries that have figured out the security funding challenge? make money from our investment in security equipment? influence the Federal government to reduce or delay the need for security investments?
Strategic Thinking Situations
New opportunities Issue that resist efforts to be solved using conventional wisdom Make or break decisions Complex issues involving multiple stakeholders with highly vested interests
Levels of Strategic Thinking
Individual Perspective
Strategic Thinking
Team Perspective
Organizational Perspective
Panelist Presentations
Jim Hartung
Toledo-Lucas County Port Authority
Allen Domaas
Frasier River Port Authority
Bernie Groseclose
South Carolina State Port Authority
Questions to Consider
1.
What consistencies did you hear among the three panelists? What does this session mean for how ports can improve their response to strategic challenges? What are the implications for how future port leaders are selected and developed?
2.
3.
