The MBA management: leadership is assurance of success of enterprise strategy

MBA management: the enterprise began to implement strategy it's easy to get into trouble. While in the field of business in market looking for opportunity, but only to see the final result can not meet the target and what to do. There are few enterprises can find out the reason.

 

 

 

Actually one of the reasons is to mistake the strength, improper asset allocation and enforcement is not enough - these will affect the enterprise strategic target realization. Although some companies to face these problems, but there are few enterprises value necessary to implement the strategy of the new leadership, not to mention the leadership as a strategic starting point. The negligence lead to enterprise strategy implementation result was a disappointment. What is meant by "leadership"? Good managers can live up to its promise, realize the predictable results, and occasionally can be improved, while the leaders have a breakthrough in performance development ability. As will be through new products, open up new markets or at a faster speed and lower cost to achieve better business performance, so as to create a new situation of the unprecedented.

 

 

 

Enterprise leadership is much more than a few good men and women of highest rank. Leadership includes 3% to 5% within an enterprise can achieve breakthrough performance of employees at all levels of development ability. Bold strategy often requires a breakthrough on multiple fronts, therefore, if enterprises want to obtain strategic success, you need at all levels have a strong and powerful leader. If the deals are, around the enterprise need across business units and functional departments of the leadership, to integrate best practices, to produce synergistic effect, and strive to maintain the normal operation.

 

 

 

In addition, mergers and acquisitions both sides of the leaders at all levels cannot merge only as a technical work, and more to inspire morale, working towards a higher goal. With the increase of strategic dimension and the corresponding strategy, leadership and additional stress. From different industries, different size can be found in the study of enterprise, the performance good enterprise, especially those ambitious enterprise, instead of the more difficult it is to meet the requirements of the leadership, this is not surprising. Performance is poor, of course, enterprises in the aspect of leadership is lack. The higher the goals of the enterprise, or the transformation on the strategic direction of the more radical, his leadership, the greater the difference. The rule of blue-chip enterprises and quality also apply.

 

 

 

Ignore the leadership will have serious consequences. Although most ceos admitted that leadership is important, but few people can accurately assess the gap in leadership. Less people can establish a set of mechanism, the ability of training at the appropriate time with appropriate proper number of leader, for a rainy day. If the enterprise according to the existing number of leaders to determine a strategic goals (such as expand existing business or develop new business leaders need the number, then you will find that the number of leadership, and enterprises must solve the problem. Even if the enterprise have enough leaders, these leaders there are likely to be less than on ability. As a global expansion of enterprise may find that the existing leaders lack cultural sensitivity for operating in unfamiliar area. Or, a company may find engineer to exploit the new market too much, and business development staff is insufficient. If there is no system to assess the leadership, in front of the strategy implementation could lead to senior management at the last moment is still in busy make up the gap, which can cause serious consequences.

 

 

 

In the short term, the enterprises in the implementation of the new strategy without looking for the right leader, then the current leaders would be forced to take more responsibility. These leaders to deal with new challenges, their daily workload will be increased, do other work time will be reduced correspondingly. Usually, not easy to define fruitful work, they will give up those such as staff development, because this kind of work results will not immediately apparent. If the enterprise leaders to existing pressure on too much work load, is their overall efficiency will drop sharply. So from the beginning, this kind of trade-off has threaten to the realization of strategic goals. In this case, however, still the implementation of strategic enterprises, or thought by the subprime leadership also can achieve the goal, or thought that as long as part of the original goals can get the corresponding percentage of the strategic net present value. These two ideas may have made a fatal mistake: a wrong, one false move may lose the game.

 

 

 

In the long run, if the leadership gap exists for a long time, will undoubtedly lead to the leader of the quantity and quality decline. Enterprise into a vicious cycle, great leader either work load is too large, or struggling to cope with a variety of temporary tasks, so there is no time to cultivate young talent. One day, when they want power, have to face a group of experienced, preparing and no successor. This vicious cycle if not contained, could eventually make the enterprise's core business and strategic development in jeopardy.