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Guerrilla Leadership ©
Almost all leading edge business concepts on leadership, strategy, human
resource management, game theory, scenario planning, and execution have
their roots in military research and operations. Most American management
gurus such as Ken Blanchard, Porter, Kottler, got their early career starts
either serving in the military or working for the US armed forces. Modern
corporations owe much of their innovative practices to ideas developed first
in military circles. A much overlooked military innovation is guerrilla
warfare better known as commando or special operations. This elite
operation relies on stealth, innovative planning, lead command structures,
quick execution, secrecy and low visibility.
The Guerrilla Leadership workshop gives participants both the understanding
and skills needed to build useful models in strategic decision situations
for business planning and forecasting and to use them to draw powerful
insights into key decisions. The workshop activities range from conceptual,
such as how to define the goodness of a model, to practical, such as best
practices in the organization.
The linchpin around
what this workshop develops is in creating authentic trust based on looking
at all possible scenarios and planning appropriate strategic and tactical
responses for them.
Objectives
of Guerrilla Leadership © include:
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To create a checklist for planning and forecasting
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To create a sense of urgency when pre-empting or solving problems
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To plan with an open mind using a cross section of scenarios
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To execute work with action language
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To define your goals and focus on those targets
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To practice filling in the gaps with live issues
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To discuss worst case scenarios and work out ways to face the consequences
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To pre-empting
problems and finding solutions to those problems
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Succession planning
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To analyze and assess all risks facing company operations
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To follow a decision approach that scales to treat risks at all levels of
importance
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To use risk management and strategy concepts that clarify thinking and
choices
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To avoid the pitfalls of intuitive decision-making
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To courageously respond to all possible scenarios
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To frame moderately
complex problems and scenarios
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To generate creative alternatives and discover hybrid strategies through
analysis
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To assess information using probabilities and ranges
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To draw insights from analyses and synthesize them to form a clear
understanding of the best strategy
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To plan and conduct a decision dialogue to communicate with
decision-makers.
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To help team members adapt to fast changing conditions
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To build a culture of hope and realistic optimism
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To plan without hierarchies
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To avoid key planning mistakes
Course Contents of Guerrilla Leadership © include:
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To identify focal Issue and explore options
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To identify, classify and rank all major risks facing the organization
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To create a minimum of 16 possible scenarios facing the organization
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To explore alternative stories of the future
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To examine nature of
critical inputs (e.g., current political, economic, social, technological
and industry trends; future uncertainties)
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To revisit
quantitative information (e.g., past performance, ROI projections, market
share statistics, forecasts probabilities based on past and current data)
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To plan responses and strategies based on "likely" scenarios
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To develop a business planning and forecasting checklist
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To position the right person for the right job who can play the best role
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To assess and develop a leadership pipeline for future operations
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To cut through paperwork and internal controls while keeping your job
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To install water tight follow through and feed back mechanisms
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To learn from on the job experiences
Take AWAYS
OF
Guerrilla Leadership © include:
(What Each Participants Will Accomplish by the End of this Program)
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Develop a broad range of high-value alternatives based on ‘most probable’
scenarios
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Identify and work through conceptual blocks in idea generation
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Utilize both top-down and bottom-up tools to frame business problems
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Use customer experience as a driver of insightful alternative generation
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Cycle between qualitative iteration and evaluation to improve strategic
options
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Explore and communicate ideas with a broad set of tools
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Review different creativity methodologies and models and select those that
are appropriate for your business needs
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Identify hurdles in your organization's future plans
Participants will practice 13 key concepts which include:
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Business planning and forecasting with a checklist for planning and
forecasting projects
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Shaking off complacency and building urgency
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Planning without barriers
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Executing with speed
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Hitting hard targets and reaching goals
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Scenario Planning and how to fill in the gaps with live issues
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Facing up to their biggest fears of worst case scenarios
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Pre-empting problems
and finding solutions to those problems
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Succession planning
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Analyze and assess all risks facing company operations
-
Follow a decision approach that scales to treat risks at all levels of
importance
-
Use risk management and strategy concepts that clarify thinking and
choices
-
Avoid the pitfalls of intuitive decision-making
-
Courageously respond to all possible scenarios
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