TOP MANAGEMENT TEAM: Strategic Direction
       • Responsible for effecting long term strategic decisions and strategic change
           Formulate                             Implement 
           Strategies                             Strategies
        Strategic Directions of TMT Influences the Ability to engage in effective 
        strategic change.
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              TOP MANAGEMENT TEAM: Strategic Direction
       HETEROGENOUS TMT: Diverse Backgrounds, Expertise and Knowledge
       • The more heterogenous a team The greater the capacity to provide 
         effective strategic leadership stronger actions, stronger response to fight 
         competition
       • They must function cohesively – otherwise difficult to implement strategies
       • Hetorogenous TMT:
         •  Formulate Value Added Winning Strategies
         •  Function Cohesively & Minimize Disputes
         •  Associate Positively with Innovation & Change
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                    DETERMINING STRATEGIC DIRECTION
       •  Developing a long term vision of the strategic intent  5-10 Yrs ahead
       •  The interactions of “TMT COMPOSITION” and “CEO SUCCESSION” on 
          strategy
                                              CEO SUCCESSION
                                    INTERNAL                 EXTERNAL
       HOMOGENOUS
                                   Stable Strategy      Ambiguous Case:
            TMT                No change expected as 
       COMPOSITION              members think and       Slight Change in 
                                behave alike            team & Strategy
                                   Stable Strategy      Strategic Change
      HETEROGENOUS                 with Innovation
               STRATEGIC CHANGE More Likelihood of change if team members are 
                         heterogenous and CEO is Appointed from outside
                                 Innovate & Engage in Change
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             EFFECTIVE STRATEGIC LEADERSHIP: KEY ATTRIBUTES
         1.  EXPLOITING AND MAINTAINING CORE COMPETENCIES
             •   Core competencies relate to functional skills (Marketing, HR, Finance)
             •   Develop and exploit core skills to implement strategies
             •   Significant assets that can be applied across business units
         2.  DEVELOPING HUMAN CAPITAL
             •   Enhance knowledge & skills of workforce
             •   Building commitment to goals
             •   Participation in internal & external Programs to develop abilities
             •   Effective training and development workshops
             •   Continuous learning and leveraging knowledge base
             •   Competency Mapping
                            Fitment                                      Restructuring 
                                                                             Phase
                              T & D
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         3.  SUSTAINING ORGANISATION CULTURE:
         •   Ideologies, Values that is shared throughout the firm and influences the way 
             business is conducted
             •   Regulates and controls employees behaviour
             •   Enthrepreneurial orientation (e.g. compaq-USA)
                 More authority, Independence & enrichment innovative and aggressive
             •   How do you change culture & re-engineer business??
             (i) An incredibly difficult task if TMT Homogenous
             (ii) Changing culture to support selection of different strategies and 
                 implementation of the same
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