Strategic Leadership Among Disruptive Change

Introduction

In a world of hyper-competitive environments, organizations are struggling to survive severe economic conditions. Shareholders to replace CEOs, such as changing light bulbs are defective. It is frequent and unpredictable. In the hope of recovering the last organization that struggle, the leaders usually deploy solutions faster, reducing the costs (which translates to tell people) and in an attempt to stop the bleeding through technology. However, today's managers can continue to do the same things and expect different results?

Unfortunately, the answer is 'No!' Today's challenges call for a different methodology. Strategic thinking is a different solution for contemporary managers. Strategic thinking is much more careful planning of work organization. Strategic thinking consists of two components, which are the knowledge of the present and foresight for the future. This article explores the strategic leadership during the disruptive change.

The analysis

Some managers foolishly rely solely on their experience of reading the market changes. Yet, the current market is not like the past! In many situations, managers are able to face the predictable. Change that is planned or is faced with an incremental approach to risk management. However, disruptive change is the hallmark of today's markets. Disruptive change is sudden and unpredictable. Therefore, the experience becomes a liability, not an asset. Organizations, using the old mode of operations, are vulnerable. Institutions set up to fail. Companies unknown emerge to dominate new areas. Clayton Christensen, author of dilemma Innovative, attributes this phenomenon to disruptive innovation. Consequently, survival depends on knowledge of current markets and future trends.

Strategic leaders are needed in today's organizations. Charles Handy, author of The Age of Unreason, says "discontinuous change requires discontinuous thinking. If the new way of doing things will be different from the old, not only an improvement on it, then we need to look at things in a new way . "Strategic thinking can be characterized in various ways, such as (a) are concentrated on important issues, (b) recognizing the properties systematic (connections, models, etc.), and (c) to maintain a long-term vision. Having this person is good during disruptive change. Watts Wacker, Jim Taylor, Howard and cash, a guru of leadership, also suggest a visionary leader with the ability to 'live in this' living, while' in the future. "Therefore, the duality becomes a fundamental attribute of organizations of specimens during disruptive change.

Conclusion

With the current economic crisis, organizations need to recruit and retain strategic leaders. Clearly, strategic thinking is different from the ordinary planning organization. Unfortunately, some managers are aware of how this process can help them be competitive. Since the traditional organizations can not use outdated methods and solutions Cookie Cutter in this explosive environment, managers must review their operations. In fact, today's leaders must be flexible to sudden market changes. In fact, effective organizations to go beyond the detailed planning of strategic thinking. Therefore, strategic leaders provide the board during the disruptive change .......