...The Leader as a Strategist Report Organization: CVS Caremark Pharmacy CVS Caremark is a pharmacy innovation company that is reinventing pharmacy for better health. Company continuously developing new ways to improve access for patients, promote better health outcomes and control payor costs in a way that no pharmacy retailer or PBM could do separately. In 2007, CVS Corporation and Caremark Rx, Inc. merged; CVS Caremark became an integrated provider of prescriptions and related health services with an unmatched breadth of capabilities (www.cvscaremark.com). Today CVS Caremark is the market leader in the United States in multiple categories; such as in mail order pharmacy, retail pharmacy, specialty pharmacy, and retail clinics, and is a leading provider of Medicare Part D Prescription Drug Plans. Purpose, vision, and values of CVS Caremark Pharmacy: Purpose: Helping people in their path to better health Strategy: Reinventing pharmacy Values: Innovation – Demonstrating openness, curiosity and creativity in the relentless pursuit of delivering excellence. Providing more relevant, caring, expert guidance, more cost-effective solutions and even more convenient access. Collaboration – Sharing and partnering with people to explore and create things. Caring – treating people with respect and compassion so they feel valued and appreciated. Accountability – Taking personal ownership for the actions and their results 1. An analysis of the strategic cascade of the organization...
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...B6027 - Perspectives in Change Leadership | The Leader as a Strategist Report | LASA 1: Assignment 2 | | Crystal Watkins | 5/26/2012 | This Paper will consist of an analysis of the strategic cascade of Microsoft. It will also include a SWOT analysis that will answer some primer questions. And a synthesis of the information evaluating the ability of the organization to implement the strategy using Kouzes and Posner’s Five Practices as a framework. | Microsoft Corporation is an American multinational corporation headquartered in Redmond, Washington, United States that develops, manufactures, licenses, and supports a wide range of products and services predominantly related to computing through its various product divisions. Established on April 4, 1975 to develop and sell BASIC interpreters for the Altair 8800, Microsoft rose to dominate the home computer operating system market with MS-DOS in the mid-1980s, followed by the Microsoft Windows line of operating systems. Microsoft is one of the largest software corporations in the world that has diversified in recent years into the video game industry with the Xbox and its successor, the Xbox 360 as well as into the consumer electronics and digital services market with Zune, MSN and the Windows Phone OS. [ (Microsoft, 2012) ] Primarily in the 1990s, critics contend Microsoft used monopolistic business practices and anti-competitive strategies including refusal to deal and tying, put unreasonable restrictions in...
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...Captain Haggerty was a very effective leader. He was the greatest company commander I ever worked for. He was a great listener with a lot of knowledge to offer; a great communicator, inspirational and very passionate in everything he does. It was always easy to talk to Captain Haggerty. He was very approachable and easy to get along with. In my military career, I have crossed paths and have worked for so many leaders. However, Captain Haggerty was the first to really take me under his wing and mentored me as company commanders are supposed to. On my first day with the unit, Captain Haggerty sat me down, gave me the breakdown of the company and laid out for me his expectations, my responsibilities and his vision of the company. Every month we would sit down together to discuss what was accomplished the month before and what needs to be completed this month. Every information that he received from higher was immediately distributed out to me and my fellow lieutenants. I was always kept in the loop of things. I didn’t have to ask what was going on. This wasn’t always the case with the different units I was with previously. Every month time was set aside where he sat down with all the officers under his supervision to give advice and guidance in how to become effective leaders. Every month I would learn something new about being an officer in the United States Army. He wasn’t shy in sharing his experiences, his successes as well as his failures. His honesty and integrity are his...
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...To Whom it May Concern, Thank you for requesting information about an Officehomes™ Development for your area. If your municipality is currently considering a redevelopment, I think that you may find that Officehomes™: Housing for Independent Professionals might make a great addition to your town plan. Attached below is a link to an article which illustrates the benefits of attracting Knowledge Workers to help spur urban development. I will forward more information to you as to how an OFFICHOMES™ COMMUNITY can help, by providing the necessary solutions that Small Business Owners are seeking and the marketing efforts through our nation wide network of entrepreneurs that are seeking to move to a work/live environment that is provided by Officehomes™. Officehomes™ helps communities to build the “Social Capital” infrastructure needed to attract knowledge workers, and then helps the tenants take advantage of the cost efficiencies provide through the aggregation of PEOPLE, PRODUCTS, INFORMATION, SERVICE & SPACE. There are literally 100’s of companies and organizations that offer the parts that are needed to build a successful community. Officehomes™ brings all these parts together under one roof so that a critical mass of thought leaders can get the ball moving in your city, town, village or neighborhood. Thank you for your consideration, Craig Pravda, President LifestYle Brokers Inc. LifestYle Brokers Inc. designs and markets IDEAS that “Build Community and Strengthen...
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...‘’applied common sense and cannot be taught”. He explains that strategy is about going beyond what you learn in school which is basically just about the common culture. There is no definite formula. Strategies are not only planned but can also be unexpected. In the business world, there are unexpected circumstances that come up that can be adapted into the existing strategy. It is important for a strategist to be able to see these opportunities that is usually otherwise buried under normal existing conditions and not visible to the eye of a normal human being. They must be able to recognize the patterns that emerges from opportunities. Although strategies should not always be deliberate, there are guidelines that a strategist may follow. Kenichi Ohmae explains that it is important for a businessman to be creative, have endurance and have good intuition. As explained previously, it is important that he/she must be attuned to the external environment and be aware of how it could affect your company and how it could affect the society. Aside from looking for opportunities, a strategist must also be cautious especially when it comes to the readiness of the market. It is also important that he/she is strong willed and must be able to keep his vision despite of discouragements from people who...
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...STRATEGIC THEORY FOR THE 21st CENTURY: THE LITTLE BOOK ON BIG STRATEGY Harry R. Yarger February 2006 This publication is a work of the United States Government as defined in Title 17, United States Code, section 101. As such, it is in the public domain, and under the provisions of Title 17, United States Code, Section 105, it may not be copyrighted. Visit our website for other free publication downloads http://www.StrategicStudiesInstitute.army.mil/ To rate this publication click here. ***** The views expressed in this report are those of the author and do not necessarily reflect the official policy or position of the Department of the Army, the Department of Defense, or the U.S. Government. This report is cleared for public release; distribution is unlimited. ***** Comments pertaining to this report are invited and should be forwarded to: Director, Strategic Studies Institute, U.S. Army War College, 122 Forbes Ave, Carlisle, PA 17013-5244. ***** All Strategic Studies Institute (SSI) monographs are available on the SSI homepage for electronic dissemination. Hard copies of this report also may be ordered from our homepage. SSI’s homepage address is: www.StrategicStudies Institute.army.mil. ***** The Strategic Studies Institute publishes a monthly e-mail newsletter to update the national security community on the research of our analysts, recent and forthcoming publications, and upcoming conferences sponsored by the Institute. Each newsletter also provides a strategic commentary...
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...Henry Mintzberg skillfully and competently equates the process of strategy making to the process of making pottery. The strategist is similar to a craftsman, or potter in this case. Mintzberg says, “the crafting image better captures the process by which efective strategies come to be. ” When compared to the planning process of strategy making, I am much more inclined to agree with Mintzberg and theimage he creates. There are several key ideas that Mintzberg parallels to the potter and her craft. First,the potter may create a product that follows in the tradition of her past work, but she may also create awork that breaks away from tradition in a new direction. Similarly, stragies are patterns that are put intoaction over time; but strategies may emerge in a different direction than tradition has previously held.Second, strategy making must be a deliberate process-thought must precede action. But “strategies can form as well as be formulated .” Third, strategists do not necessarily have to be top management runningan organization but removed from the inner-workings of that organization. Instead, like the potter isintimately connected with her work, strategists may be those most intimately connected with thecompany and those products/services it sells. Strategists may be those on the front lines, so to speak.Fourth, the potter may fail to make one piece, but the lump that remains may be formed into somethingcompletely different. In the same way, strategies can emerge any time...
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...Players in the change process 1.) Strategists 2.) Recipients 3.) Implementers Strategists( Leaders of change) Recipients Implementers As strategists , change practitioners( consultants) , need to identify the need for change. They are the adopters or adapters of change . They have the power to influence strategy( what needs doing can whether is can be done) and implantations They carry out the actions to make the vision of the strategists become reality. They also facilitate change May involve a situational assessment or diagnostic They have the power to influence change through their readiness for change. They may be granted certain degree of discretion in a change plan. Provide an idea of a desired future state and devise a strategy on how to get there from where the current situation is. If they resist change the change effort would be futile. Readiness can be achieved either positively( appealing to individual self interest) or negatively( creating dissatisfaction with current state of affairs) They may even need to do the planning themselves including specific interventions to achieve a mandated outcome. Need to decide the extent of the change, identify hurdles and obstacles and devise ways to solve them They manage the day to day issues of change. They need to be able to coordinate activities and people and have skills in troubleshooting- need communication skills and flexibility within the constraints of delivering a specific result. Need to prioritise...
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...www.hbr.org Leaders are made, not born, and how they develop is critical for organizational change. Seven Transformations of Leadership by David Rooke and William R. Torbert Reprint R0504D Leaders are made, not born, and how they develop is critical for organizational change. Seven Transformations of Leadership by David Rooke and William R. Torbert COPYRIGHT © 2005 HARVARD BUSINESS SCHOOL PUBLISHING CORPORATION. ALL RIGHTS RESERVED. Most developmental psychologists agree that what differentiates leaders is not so much their philosophy of leadership, their personality, or their style of management. Rather, it’s their internal “action logic”—how they interpret their surroundings and react when their power or safety is challenged. Relatively few leaders, however, try to understand their own action logic, and fewer still have explored the possibility of changing it. They should, because we’ve found that leaders who do undertake a voyage of personal understanding and development can transform not only their own capabilities but also those of their companies. In our close collaboration with psychologist Susanne CookGreuter—and our 25 years of extensive survey-based consulting at companies such as Deutsche Bank, Harvard Pilgrim Health Care, Hewlett-Packard, NSA, Trillium Asset Management, Aviva, and Volvo—we’ve worked with thousands of executives as they’ve tried to develop their leadership skills. The good news is that leaders who make an effort to un- derstand their own action...
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...April-May 2013 AUTOMOBILES AND AUTO ANCILLIARIES TANMAY AGARWAL Special Focus India Car Lease business to pick up Societe Generale's ALD Automotive 26 May, Mumbai According to ALD Automotive, the car lease business is expected to register huge growth in the upcoming years. Besides decreasing fixed costs, car leasing is also expected to particularly useful be for SMEs. Demand is expected to pick up in the pharmaceutical sector where increasingly companies are giving cars to their medical representatives to increase sale conversions and increase employee retention. Also agricultural companies are expected to increase lease cars usage as they can no longer rely on public buses. India-EU FTA Agreement: Likely to cause more problems for the reeling sector The India EU FTA Agreement has run into major hurdles as far as the automobiles are concerned. It is understood that the EU has been pushing the Indian side for import duty cuts. This has resulted in Indian Automakers being up in arms as they feel that cheap imports may further impact their already lackluster sales. Leading players like Maruti have been actively lobbying the government to keep this sector out of the purview of the agreement as it believes that it will result in flooding of the market by European cars. Industry Talk Daimler to develop India ops as export hub 24 May, Chennai Daimler India Commercial Vehicles- will be exporting locally assembled trucks from the conglomerate's Mitsubishi Fuso range...
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...seeing the internal and external resources. The objective of strategic management is to achieve better alignment of corporate policies and strategic priorities. Keeping in mind the four parts of the strategy process: situation analysis, strategy formulation, strategy implementation and strategy evaluation, MTV’s analysis showed that the company was looking for ways to continue its success. MTV formulated digital and global strategies. MTV implemented strategies by creating virtual worlds for many of its shows and expanding in key global markets with more MTV brands using a range of technologies. In this case the strategist of MTV’s target on global digital strategy of digitalizing media infrastructure through social networking. MTV’s strategy is to entertain all the audience by providing according to their clients taste content by digital medium exchange. Strategist have to target young and teenagers and do literate about the dilemma of online satellite connectivity like web store and the website available having the direct linkage with the social sites like Facebook twitter etc. so MTV’s management use this practice to retain more in the heart of their audience. This strategic plan is the major key success for MTV. 2. What challenges do you think MTV might face in crafting future digital and global strategies? No, I do not think MTV will face any challenges like having a downtrend or shift towards the negative words of mouth when it...
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...A resource-based view emphasizes that a firm utilizes its resources and capabilities to create a competitive advantage that ultimately results in superior value creation. The following diagram combines the resource-based and positioning views to illustrate the concept of competitive advantage: A Model of Competitive Advantage Resources | | | | | | Distinctive Competencies | | | Cost Advantage or Differentiation Advantage | | | Value Creation | | Capabilities | | | | | | Resource : http://www.quickmba.com 2- Strategists Strategists are individuals who are most responsible for the success or failure of an organization. Strategists are individuals who form strategies. Strategists have various job titles, such as chief executive officer, president, and owner, chair of the board, executive director, chancellor, dean, or entrepreneur. Strategists help...
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...STRATEGIC LEADERSHIP Managers provide leadership to an organisation. Organisational leaders influence the behaviour of subordinates so that they willingly and enthusiastically work towards the achievement of organisational objectives. Strategic leaders manage the strategic management process that is designed to help the organisation achieve its objectives. Strategic leadership is the ability to lead an organisation towards the achievement of its objectives. The tasks involved in exercising strategic leadership are typically to anticipate, envision, maintain flexibility and empower others to create strategic change as and when necessary. Strategic leaders are the lynchpin in the strategic management process. Among the strategic leaders, we have managers operating at different levels of an organisation: corporate-level, business-level, functional-level and operational-level. • Corporate-level managers include the chief executive officer (CEO), senior executives and the corporate staff. The corporate-level managers manage the strategic management process for the whole organisation. These managers may carry designations such as CEO, managing director, executive director or president. • Business-level managers are the strategic leaders at the business, division or SBU levels. These managers manage the strategic management process at the business-level. These may carry designations such as the general manager or vice-president. • Functional-level managers are the strategic leaders...
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...elements, which are guided by the company’s mission, objectives and strategic analysis form the strategy - consisting of these domains of choice: arenas, vehicles, differentiators, staging, and economic logic. Consideration should be placed on all five elements, and not just a few components of a strategy. These elements call not only for choice, but also preparation and investment. It is important that they align and support one another. Finally, only after the design of all five elements can the strategist plan other supporting activities that are needed to reinforce the strategy such as functional policies, organizational arrangements, and operating programs. The arenas element is the most fundamental choice a strategist makes. It answers the questions, where will the company be active? It includes what product categories, market segments, geographic area, and core technologies to include. The challenge in this step is to be as specific as possible – the strategist needs to include not only where the business will be active, but also how much emphasis will be placed on each. Vehicles,...
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...called the "Indian Machiavelli", although his works predate Machiavelli's by about 1,800 years. His works were lost near the end of the Gupta dynasty and not rediscovered until 1915. Chanakya’s Education Rishi Canak named his son as “Chanakya”. Being a teacher himself, he knew the importance of education. Taxila was one of the world centres for education. At a very early age little Chanakya started studying Vedas. The Vedas; considered to be the toughest scriptures to study were completely studied and memorized by Chanakya in his infancy. He was attracted to studies in politics. In politics Chanakya’s acumen and shrewdness was visible right from childhood. He was a student of politics right from child hood. Known as a masterful political strategist, He knew how to put his own people in the opposite camp and spy the enemy without his knowledge before destroying him forever. Chanakya was an ace in turning tables in his favour irrespective of the circumstances. He never budged to pressure tactics by the...
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