1: Leading Strategically Start Here Scenario Over the past several years of working for the Baltimore-based consulting company, Maryland Creative Solutions, LLC, you have seen quite a bit of growth in the agency. The organizations recent expansion, led by CEO Jillian Best, to incorporate clientele in need of digital strategy consultation has led to another boost in company revenues as well as a promotion for you. As a part of your new leadership role, you have been asked to attend the Future Directions Conference in Chicago, Illinois, to further your knowledge of best practices in business leadership, trends in the field, and project management. Additionally, Jillian has already emailed all MCS conference attendees requesting follow-up activities upon your return: (1) a discussion with other MCS attendees about strategic leadership, and (2) a report on current strategic management and leadership theory and practice. As you prepare for your trip to the conference, you receive an email from MCS Human Resources requesting that you submit a new skills gap analysis, which will serve as a reminder of your current leadership skills and experiences and direct your focus for the conference. Step 2: Expand Your Knowledge of Strategic Leadership Now that youve downloaded and tested Microsoft Project for the IT department, youre all set to travel. You pack your bags for the Future Directions Conference and put up your out-of-office email response. After a smooth flight into Chicago, you catch a ride to the conference center to get settled. The focus of the Future Directions Conference is strategic leadership, and you capture some notes from each presenter as you attend various sessions throughout the weekend. Notes from Future Directions ConferenceChicago, IL Sarah Emerson, COO of Digital Blitz Keynote: Why Leading is Strategy Notes on strategic leadership Jeffree Daily, Digital Strategist for Pyle Force Session 1: Deep Roots: Theories and Research Still Apply Notes on perspectives in leadership theory and research Carson Sizemore, VP of Human Resources for Enterprise Today Session 2: Spare Change Notes on management of change and trust Note on Resilience Note on Circular Economy Johanna Gillmont, President of Continental Shift Session 3: Quite the Contrary Notes on managing ambivalence Jarrell Faust, Entrepreneur and Founder of SOURCE3 Session 4: Pulling in the Pieces Notes on shared and distributed leadership Catherine Condorro, Director of Leadership at Parsons Institute for Finance Session 5: Connecting on Another Level Notes on relational leadership Nina Orenstein, Experience Engineer at Hefler-Miller Systems Closing Keynote: Complicated Yet Sophisticated Notes on complexity theory of leadership Step 3: Discuss Conference Materials Your first day back in the office, Jillian Best has requested that you participate in an open discussion with your peers about some of the takeaways from the recent Future Directions Conference you attended in Chicago as well as your professional leadership experiences outside of the company. Now that you have returned to the office, its time to get the discussion underway. Based on your reading, research, and analysis, respond to the two discussion questions below and adhere to Jillians discussion requirements: Your two main postings, one each for topic 1 and topic 2, should be completed by the end of Week 1. The titles of your two main postings should indicate the discussion topic number (., #1, #2). Respond to a minimum of two postings from your classmates, one each for each topic 1 and topic 2. For the choice of your organization, you can choose your current employer, past employer, a supplier or customer that you are very familiar with, or an organization where you volunteer. In your discussions, cite examples when you describe theories from your reading and research. You may use examples from your organization or industry, current or recent news-makers, or other reliable sources. Discussion (I am a branch manager/operations manager of a waste management company United Site Services) Discuss the two topics listed below: Discussion Topic 1: Drivers of Change (1 page, minimum of 2 references from course materials) What are the major external and internal drivers of change in your organization? (I am a branch manager/operations manager of a waste management company United Site Services) Discussion Topic 2: Strategic Leadership (1 page, minimum of 2 references from course materials) What is, or should be, the role of the strategic leadership in your organization to meet its performance objectives, develop a resilient organization and respond to the challenges of environment and sustainability? (I am a branch manager/operations manager of a waste management company United Site Services) Respond to two postings from your classmates, one each for each topic 1 and topic 2. Each classmate to respond to is at the bottom of this document, 1 page per response. 1. 1 page response to Steven Wangs Topic 1 Discussion post down below, minimum of two references 2. 1 page response to Nevery Berry Discussion Topic 2 post down below, minimum of two references Step 4: Complete Your Project 1 Report (7 pages) Your answers should demonstrate your understanding of strategic management and leadership theories from the course material uploaded. You should not only incorporate references to class discussions and learning topics but also cite at least two relevant scholarly resources on strategic leadership, such as many of those listed in the reference list of your course readings. Following up on Jillians request, it is time to write a report that responds to the questions below. Your answers should demonstrate your understanding of strategic management and leadership theories. You should not only incorporate references to class discussions and learning topics but also cite at least two relevant scholarly resources on strategic leadership, such as many of those listed in the reference list of your course readings. What values, traits and abilities do you think are most important in a CEO to meet its performance objectives, while simultaneously developing a resilient organization that can respond to the challenges of sustainability? Why are resilience and sustainability important? Identify a CEO who has those values, traits and abilities. How have they played a role in the companys success? What are the major barriers to being an effective CEO? Which theory or theories of leadership do you feel are relevant to your situation at work? (I am a branch manager/operations manager of a waste management company United Site Services) Describe an instance when you demonstrated leadership. (I am a branch manager/operations manager of a waste management company United Site Services) The report should be seven pages, excluding cover page, executive summary, reference list, and appendices. Any tables, graphs, and figures should be included as appendices. Your report should have one-inch margins and be double spaced in 12-point Times New Roman font. In-text citations and references should abide by APA format. The report should be organized using headings and subheadings to improve its readability. Steven Wang Discussion Topic 1 for response GE Healthcare is one of the largest healthcare companies in the world. It designs, builds, and sells diagnostic medical equipment to hospitals and clinics. In 2020, GE Healthcare reported $18B in revenue and $3B in profit (GE, 2021). Their comprehensive portfolio includes MRI, CT, x-ray, ultrasound, anesthesia machines, patient monitors, neonatal life support, healthcare IT solutions, and service. Siemens and Philips are GEs top competitors in addition to smaller low-cost manufacturers. GEs strengths are quality, reliability, broad organizational support, and depth and breadth of its portfolio. Weaknesses are high cost, complex organization matrix, and bureaucracy. Opportunities to grow its installed base is due to the increased prevalence of chronic diseases and the growing need for healthcare. Threats include decreased reimbursements leading to lower demand and/or longer sales cycles and low-cost competitors. External drivers for change include decreased reimbursements and low-cost competitors. Over the years, The Centers for Medicaid and Medicare Services (CMS) has been drastically reducing imbursements. Additionally, many reimbursements are tied to quality of service and patient satisfaction over a period of time, making it more difficult for healthcare providers to make money. As a result, capital funding has significantly been reduced. Hospitals are no longer able to buy new equipment every five years. Many are utilizing old equipment due to lack of funding. Low-cost equipment providers are taking advantage of this change. In some cases, they can sell two of their systems for everyone of GEs. Of course, there are trade-offs with low-cost providers that include product reliability, longevity, diagnostic quality, and customer support/service. Internal drivers of change include a highly matrixed organization and bureaucracy. Both of which can create inefficiencies, decreases innovation, and can make pivoting to meet new market demands difficult. The inefficiencies can cause slowdowns in processes like approvals for discounting, for example. Discounting approval can go through many channels of pricing authority before it can be approved or denied. Innovation slows down because there are so many interested parties who have differing opinions and visions. New product introduction month or years to kick-off. In small start-ups, decision and executions occur quickly. Lastly, pivoting with the changing market can be difficult to do when a company moves slowly. This can cause opportunities for smaller providers, who can adapt quickly, to gain market share. Nevery Berry Discussion Topic 2 for response Our strategic leaders are responsible for three major tasks: monitoring the external environment for dangers and opportunities, formulating strategy, and putting the strategy into action (UMGC, 2021). These tasks outline the strategic leaders’ position in AFSOC and apply to nearly all aspects of our operations. All three are relevant to their involvement in achieving performance goals. Performance objectives in the Profession of Arms, as it is known, are basically predicated on outpacing the competition while anticipating and planning for future requirements in order to preserve a competitive advantage. These objectives, as well as the plan to achieve them, must be founded on intelligence obtained about our enemies (the external environment and threats), as well as exploiting every chance available. Leaders must ensure that the data on which these choices are based is current and reliable. They must establish clear and attainable goals, which they must then communicate to the appropriate levels of the business. Then they must guarantee that the team is properly taught, equipped, and empowered to complete the task at hand.Show more
