Ed Hardy Shoes7Successful Leadership Strategies by

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In this article [link widoczny dla zalogowanych], we look at the first group of activities that successful leaders must organise and manage in order to ensure the success of their strategies.
Ensuring Successful Analysis, by: analysing the operating environments on a regular basis, and additionally when major changes occur; using legal and ethical means to gather information; using experienced specialists to gather and analyse the information; using an appropriate range of information gathering tools and techniques; gathering information from an appropriate range of sources; ensuring that forecasts, trends, predictions, are supported by sufficient evidence. The objective is to carry out an analysis that provides the organisation with a clear picture of the current environment in which it operates, and a forecast of impending changes. This will enable the leaders of the organisation to make changes to existing operational objectives in response to the findings on the current situation, and to longer term plans in preparation for the predicted changes. A thorough analysis should be carried out at least annually, with quarterly reviews. This will ensure that the leaders of the organisation are fully informed at all times, and are equipped with information that will enable them to respond appropriately to any changes which impact on the organisation.
Analysing The External Environment, by: identifying the components and the boundaries of the external environment in which the organisation operates; considering the current political, economic, social, technological, and environmental situation; gathering appropriate, sufficient, reliable, and valid information; identifying and evaluating trends; evaluating the impact of current influences on the organisation; forecasting the impact of potential changes on the organisation. The objective here is to gather information which highlights or predicts changes in the world in which the organisation operates. There are many thousands of local and international influences and forces which impact on the organisation. Indicative examples include demographic changes, cultural changes, and social behaviour changes, all of which can lead to changes in customer markets and buying patterns. Another example is a potential or forecast change in a technology which could end demand for certain products or services. For almost any organisation, of any size, and in any sector, gathering and analysing this type of information is critical.
Evaluating Competitor Behaviour, by: identifying current and potential competitor organisations; gathering appropriate information on current and forecast competitor activity; evaluating the strengths and weaknesses of individual current competitors; considering the potential impact of new entrants or changes in competitor behaviour. The purpose of this is straightforward. Competitors are, by default, competing for the same customers, and if they are worthy competitors, they will be carrying out the same type of analytical activity, and responding to their findings. Competitor activity can be a vital component of the information gathered, as it indicates how similar organisations are responding to current and forecast changes.
Considering The Needs Of Stakeholders, by: identifying all stakeholders, within and outside the organisation; evaluating the importance of support from each stakeholder group; consulting with stakeholders to identify and understand their needs; explaining to stakeholders the organisation’s strategies and values; resolving conflicts and misunderstandings through discussion. The aim of this activity is to ensure that the needs of the stakeholders are known [link widoczny dla zalogowanych], and their views taken into consideration. Stakeholders can include operational staff, managers, trade unions, shareholders, suppliers, customers, clients [link widoczny dla zalogowanych], sponsors, funding organisations, partner organisations, local government departments, and local or national media. There can also be sector-specific stakeholders, such as relatives of patie

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