MNG- 3702 STRATEGIC IMPLEMENTATION CASE STUDY

QUESTION 1- LEARNING UNIT 04: ALIGNING ORGANISATIONAL CULTURE, LEADERSHIP AND STRATEGY Refer to page SG pg 61 and TB pg 207. -Strategic leadership is the process of providing the direction, motivation and inspiration necessary to create and implement an organisation’s vision, mission and strategies to achieve organisational objectives -Key characteristics associated with exceptional strategic leaders are: vision, eloquence and consistency, articulation of the business model, commitment, being well-informed, willingness to delegate and empower, astute use of power, and emotional intelligence -Leadership occurs at all levels of an organisation, it is top-level executives who are ultimately responsible for the success and sustainability of the organisation Principle 1: Strategic leaders are future oriented and anticipate change -look beyond the present and anticipate change to help them see opportunities before competitors do or employ strategies to protect their business interest -encourage future thinking through future dialogue and scenario planning to prepare for the unexpected -allocate sufficient budget to resource research projects and reward employees to come up with new ideas Possible solutions- “In 2009 Paul Polman, the CEO of Unilever, announced a bold strategic plan, the Unilever Sustainability Living Plan (USLP), to double the size of Unilever and half the company’s environmental impact. The motivation for launching such an aggressive long-term plan was that many parts of the world were becoming more volatile, uncertain, complex and ambiguous (VUCA)” This demonstrates the CEOs ability to anticipate change and was able to employ strategies to allow Unilever to exploit the opportunities and grow