In this module, your managers learn how to build the capabilities that your company needs to implement business strategy.
We will focus on three levels of strategic capabilities:
- how successful companies build company-wide capabilities,
- how successful managers build strategic capabilities within their own units and teams, and
- how successful managers help people build the individual capabilities they need to implement business strategy.
At the end of this module, your managers will know how to:
- create alignment to build capabilities at the company, unit and team levels,
- manage tension created by demands to build new capabilities, and
- help people build the individual capabilities they need for strategy implementation.
This module includes a variety of learning activities to provide a useful and engaging learning experience.
Creating alignment to build capabilities
- Case analysis of alignment, new capabilities, and strategy execution at GE, with case video. This case will show your managers how to use the STAR model of alignment to build the capabilities your company needs to implement its business strategy. The case shows how GE continuously realigns structure, process, people, culture and rewards to create the capabilities they need to implement new strategic initiatives. The analysis includes video of Jack Welch and Jeffrey Immelt discussing alignment, strategic capabilities and strategy execution at GE. At the end of the session, participants will use the STAR model to assess alignment and strategic capabilities in their own business units.
- Application exercise: Creating alignment. Your managers will use the STAR model to assess alignment and build strategic capabilities in their own business units.
Managing tensions to build new capabilities
- Case analysis of managing tensions, with case video. This case will show your managers how to anticipate and manage tension that develops when new organizational capabilities are required. The case shows how the CEO of the GE Transportation Group, the new Chief Marketing Officer and the P&L leader for the Locomotive Unit managed conflicting goals and demands as they realigned their work to pursue organic innovation, a new strategic direction for GE. As this case shows, managers must adjust and adapt while coaching others for success. The analysis includes video interviews with key players in the case. The video stimulates animated discussion.
- Application: Perspective Taking Worksheet. Your managers will use the Perspective Taking Worksheet to anticipate and make plans to manage the tensions that grow as you build new capabilities.
Helping individuals build new capabilities
- Short lecture and discussion with examples from other companies: I will deliver a short lecture to show how people build new individual capabilities, with examples of how companies use experience-based development to help people grow and develop.
- Application: Coaching others to success. Your managers will learn to use the GROW model of coaching to help people build new capabilities.
- Coaching role-play: Participants will use the GROW model to plan and role-play a coaching session with one of their direct reports.
Reflection and Action Planning
- Learning Diaries: Participants will use learning diaries to capture key learning points.
- Reflection, action planning and peer consulting: The module ends with a reflection and action planning session, including peer consulting on action plans.
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