XCUS-308 - The Role of Manager as Strategic Thinker - Nakilat
Course Description
In module 4A we will focus on the following learning objectives:
1. Describe the conditions of data
Perhaps counterintuitive to strategy, which is often understood as “big picture” understanding data and relevant data flows as it pertains to business processes provides insights that may be missed if details are ignored.
But, strategy isn’t a vague direction. It’s an aggregate of details, which creates a unified direction. One of the first steps is to understand the data, which contributes to a solution….once the right problem is identified.
Starting with case study, we will learn how understanding data contributed to the proper problem identification, which then created the impetus for the correct strategic direction.
For data to become information, we will need to understand how to select, organize, and manipulate data for the purpose of analysis and insights.
2. Determine user roles and major processes
Aiding the understanding of data is to understand the sequence around which data is acquired and processed, as well as the user roles associated with data. Connected to solving the right problem is the ability to understand “who does what” and the associated data flows.
The current state of data acquisition and processes rarely remain constant when a strategy is determined. But, what needs to change and why?
We will expand on the case study and determine organizational user roles, the processes of data acquisition, and the resultant strategic impacts.
3. Identify the right problem / Differentiate between issues and problems
The cornerstone objective for the course. A “root problem” is different from “issue identification”.
Using the case study, we will engage in an iterative process of identifying issues and environmental factors, which are then categorized and analyzed with the objective of properly defining the problem. We will then create a “solution statement”.
Similar to a word problem in math, we will learn and apply fundamental formulas, which can lead to deep, meaningful insights. In other words, we will define the “so what?”.
4. Connect strategy and action / Identify 7-S Model
Connecting the “So what?”with the “Now what” is the first step towards action. Again, we want to avoid confusing “activity” for “progress”. Creating an action plan, which orients around discrete categories can provide appropriate pathways. We will learn about the 7-S model, create an As-Is analysis, and create the “To Be” elements around::
- Structure: the organization, alignment, chain of command, accountability relationships
- Strategy: the plan of action to create a sustained competitive advantage; mission and vision
- Systems: business and decision workflows, which can be enabled by technology. Processes, policies, and procedures are included.
- Skills: capabilities, competencies, and expertise (functional, subject matter, and domain).
- Style: the code of ethics or conduct, which governs the leadership and management styles
- Staff: the personnel and talent
- Shared Values: mission direction, flow of information, which contributes to each “S”
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In course 4B, we will be applying everything you learned in course 4A to Nakliat relevant projects, working groups, etc.
Learning Objectives
Through active involvement in the course, participants will:
- Apply 4A method to Nakilat current, organizationally relevant scenarios (projects, working groups, et al).
- Apply 4A method to identify problems, user roles, major processes, and relevant data. Parse into 7-S model with an As-Is and To-Be component.
- Apply a standard for creating a concise presentation, which includes storyboarding, Bottom Line Up Front (BLUF), appropriate supporting visual material, and citations.