『Leadership's Necessary Cocktail Of Strategy, Culture and Brand』のカバーアート

Leadership's Necessary Cocktail Of Strategy, Culture and Brand

Leadership's Necessary Cocktail Of Strategy, Culture and Brand

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Leadership encompasses many required skills and mindsets, and it is always interesting to dissect the topic from fresh angles. One particularly important issue in Japan is the relationship between strategy, organisational culture and brand. Japan has hordes of managers, but not so many leaders. Managers here are often brilliant at getting the operational side humming like a finely tuned engine. Errors are eliminated, defects avoided, deadlines met and processes followed. Leadership requires all of that — plus some important additions. Leaders build the people, set the direction and create the environment in which strategy, culture and brand reinforce each other. What is the difference between management and leadership in Japan? Management keeps the machine running; leadership decides where the machine is going and develops the people who will get it there. Japanese organisations are particularly strong at operational management, consistency, quality control and execution. The problem comes when excellent management is mistaken for leadership. Leaders need to explain not only what must be achieved and how to achieve it, but also why it matters. They develop people rather than merely supervising them. This becomes increasingly important when employees are expected to contribute ideas, solve problems and respond quickly to customers. A boss who simply issues orders may achieve compliance. A leader who gives direction, explains the purpose and develops the team can create commitment. Do now: Ask yourself whether your managers are merely controlling execution or whether they are also building people and setting direction. How should leaders translate corporate strategy into action? Corporate strategy should not stop at the Executive Floor. Each level of leadership needs to translate the overall strategy into a local strategy that makes sense to its own team and customers. The CEO and Division Heads may establish the broad organisational direction, but that cannot be the end of the process. Section and team leaders should take that umbrella strategy and ask their people: "What does this mean for us?" This is where many Japanese organisations leave considerable potential untapped. Those at the coal face are closest to customers. They detect the nuances, hints and shifts occurring in the marketplace every day. Senior executives may have decades of experience, but they can also be decades removed from direct customer interaction. Their market muscle memory may no longer reflect what customers are saying today. Do now: Break the corporate strategy down with your team and create a local version that directly connects their work and customer knowledge to the organisation's larger goals. Why should employees be involved in creating local strategy? The people closest to customers often possess information senior management simply cannot see, so involving them improves both strategy and execution. Strategy becomes stronger when frontline knowledge flows upward rather than instructions only flowing downward. Instead of section heads receiving a strategy and merely distributing orders, imagine them gathering the team and collectively breaking down what the corporate direction means for their part of the business. What are customers changing? What are competitors doing differently? Where are expectations moving? What opportunities are appearing? This approach does something else as well: it gives employees ownership. There is an enormous difference between being told to execute somebody else's plan and helping to determine how your team will achieve the desired result. The overall strategic direction remains intact, but the execution benefits from current market intelligence. Do now: Consult the people closest to the action before deciding exactly how your section will execute the corporate strategy. How does leadership behaviour shape organisational culture? Culture is created by what leaders repeatedly do, tolerate, reward and encourage — not by slogans distributed from headquarters. If the culture is based on "do what you are told", creativity will inevitably be sacrificed for orthodoxy and supposedly defect-free efficiency. Busy lower-level bosses often say they have no time to coach. Instead, they bark orders and micromanage results because they are determined to avoid mistakes appearing on their record. Internal politics can make things even worse. In large organisations, senior patrons gather supporters and loyalty becomes a tax employees pay in exchange for promotion and protection. Suddenly the enemy isn't the commercial rival outside the company. It is another division whose boss happens to be your boss's competitor for the next promotion. That turns enormous amounts of organisational energy inward. Do now: Create a culture where ideas are actively sought, people are thanked for contributing and the real competitive enemy remains outside the enterprise. What does leadership have to do with ...
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