Transcription
Strategic Thinking Skillsfor Port Finance LeadersAAPA Port Finance SeminarMay 16-18, 2006Baltimore, MD
Some opening thoughts The problem isn’t the problem; the problem ishow we think about the problem.-- Anonymous
Some opening thoughts With ports being challenged to handle burgeoningtrade, while simultaneously addressing security,environmental, congestion and community issues, itis more critical than ever for port professionals tothink and act strategically.-- Kurt Nagle
Presentation ObjectiveszzzzzzDistinguish between leadership and managementIdentify critical CFO competenciesDefine strategic thinkingIdentify a model for strategic thinkingSelf-assess your ability to think strategicallyApply strategic thinking tools to port challenges
AgendazzzzzLeadership &managementCFO competenciesStrategic thinking definedStrategic thinking modelWhat about strategicplanning?zzzzzzLeadership practicesSelf-assessmentStrategic thinkingsituationsPort ecosystemDefining the challengePeripheral scan
Leadership & Management: ActivityzzzzComplete questions (page 5)Share with a partnerFind commonalitiesBe prepared to share insights
Leadership & ManagementzzzzBackgroundDifferences between leaders and managersImplications of differencesLinkage to strategic thinking
CFO CompetencieszzzzPersonal attributesLeadership qualitiesBroad business perspectiveFunctional expertiseFunctionalspecialtyBroad businessperspectiveLeadership qualitiesPersonal attributes
Strategic Thinking DefinedzzzzComplete questions (page 11)Share with your table matesAppoint a spokespersonBe prepared to share insights
Strategic Thinking DefinedzzzzzStrategy definedStrategic problemsNeeds of customersThinking backwardCustomer emsThinking
UnderstandOrganizationalEcosystemDefine lThinkingMap theTerritoryGenerateIdeasDevelopScenariosIdentify thePatternsIdentify StrategicOpportunitiesUncover & TestAssumptionsCraft aStrategicVisionDecisions – Plans - ActionsReflect onLessons Learned
Strategic Thinking erspectiveOrganizationalPerspective
Strategic Thinking & Strategic PlanningzStrategic Thinking––––DynamicOccurs frequentlyProduces notes,insightsA ProcesszStrategic Planning––––Formal processOccurs periodicallyProduces formal plansAn Event
Strategic Thinking SituationszzzzRecurrent issues or problemsMake or break decisionsNew opportunitiesDifficult and complex issues
Strategic Thinking Situations: ActivityzzzCapture ideas on page 23Classify according to criteriaShare with table team; identify commonalities
Leadership PracticeszzzzzEnvisioningIdentify relationshipsMultiple points ofviewChallengesassumptionsDevelops & testshypothesiszzzzzCreates scenariosScans environmentUses creativityReflects and evaluatesExplores long-termramifications
Leadership Practices: Self-AssessmentzzzzComplete assessment on page 27/28Total your scoreFind a partnerAnswer questions on page 28
The Port EcosystemGlobal EconomyTruckersRailroadsWarehousesTHE ers/ForwardersRepair/MaintenanceState/Local GovernmentsEnvironmental IssuesFederal & International RegulationsShipping Lines/Agents
Port Ecosystem: ActivityzzzzComplete mind map on page 30Identify stakeholders, issues, trends, processes, etc.Partner and exploreComplete questions on page 31
Defining the ChallengezzzzProblem or issueFrameImpact on solutions“How can we ?”Frame1IssueFrame2Frame3Frame4Frame5
Define the Challenge: ActivityzzzCapture ideas on page 33Write 5 problem framesShare with your table team
Scanning the EnvironmentzzzPotential threats and opportunitiesPeripheral visionNeed for peripheral visionCapability for peripheral visionNeed for peripheral visionzvulnerablevigilantfocusedneuroticCapability for peripheral vision
Scanning the Environment ActivityzzzzComplete assessment – pages 4-7 of HBR articleTotal scoreIdentify which quadrant your port fits intoDiscuss at your table team:–––How would you assess your port?How could you shift your port to the vigilant quadrant?How could you maintain your port in the vigilant quad?
Scanning the Environment ActivityzShare responses with table team:––––How did you assess your port?How would your CEO/Executive Director assess yourport?How would you shift your port leadership towardvigilant?How would you maintain your vigilant assessment?
Final Thoughts zzzzzStrategic thinking as a leadership competencyCritical, creative, and systems thinkingCompliments strategic planningImpact of organizational cultureFor more reading and insight
Strategic Thinking Skills for Port Finance Leaders AAPA Port Finance Seminar May 16-18, 2006 Baltimore, MD. . zIdentify a model for strategic thinking zSelf-assess your ability to think strategically zApply strategic thinking tools to port challenges. Agenda zLeadership & management
