Phase 3- Lead organizations to its

future vision
Group 23
Yulieth Guzmán Bermudez
Mayra Fernanda Hernández
Milton José Rueda
Harol Ricardo Gómez

Basic Science, Technology and Engineering School

Strategic Management
Group 23
May 2020
 1. Introduccion
In the development of this activity, the case of Google is analyzed, making
a brief description and pointing out the problems it is undergoing, the
causes and consequences; then an overview of all leadership styles is
made and the leadership styles involved in the case are identified; Then a
four-quadrant matrix is ​prepared, which classifies the decisions that
leaders must make in companies like Google; Finally, proposals are made
for companies to quickly adapt to market changes, which are expressed in
a table and in an infographic.

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 2. Objectives
2.1. General objective:
Acquire knowledge about adequate decision making to lead a team towards the objectives
of the organization, applying critical thinking and problem solving skills to the analysis
and resolution of change problems.
2. 2. Specific objectives:
- Leadership skills will be enhanced.
Skills in decision making will be acquired in favor of the objectives of the
organization.
-Acquire knowledge about adequate decision making to lead a team towards the
organization's objectives, applying critical thinking and problem solving skills for
the analysis and resolution of change problems.

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 Table of contents
Introduction……………………………………………………………………
………………….2
Objectives………………………………………………………………………
……………………3
YouTube link of each student (Activity 3)…………………………..……5
Leadership styles infographic (Activity 5)…………..…………………...6
Strategic decisions four quadrant matrix (Activity 5)……..……8
Organizational change chart and infographic (Activity 5)...11
Conclusions – one link of audio per student (Activity 6)……12
References………………………………………………………………………
……………..…13

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YouTube link of each student (Activity 3)

STUDENT LINK
Yulieth Guzmán Bermudez https://youtu.be/4YE_lQ-VFOc

Mayra Fernanda Hernández

Milton José Rueda

Harol Ricardo Gómez

5
Leadership styles infographic
(Activity 5)

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 Strategic decisions four quadrant matrix (Activity 5)
Third field: Placing Competitive Bets
1. Make decisions taking into account what their rivals will have, anticipating their
possible movements in order to have the best chance to win.
2. Demonstrate the excellent profit margins in relation to the competition, to obtain
the largest number of investors.
First Field: Making Judgments and Choices
1. Managers must be aware and try to minimize common biases.
2. Invest in stocks, to diversify the business.
Fourth Field: Managing for Strategic Success
1. The decisions to enter a new market.
2. Release a new product, or acquire another firm.
Second Field: Influencing Outcomes
1. Managers must have the ability to effectively switch between
mindsets, as this is a crucial high-performance element in many
repeated tasks of short duration, from sports to sales.
2. Managers will make better strategic decisions when they learn to
identify which kind they’re facing and develop the versatility to
change approaches accordingly.
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Strategic decisions four quadrant matrix (Activity 5)
COMPANY PROPOSAL
Offer employees access to professional coaches, investing in accredited coach-specific training for managers and leaders, and
International Coach
Federation incorporating coaching into existing leadership development learning and development activities.

To be prepared for the fast-changing workplace, I’d recommend that organizations look to collaborate with technology suppliers
to build a learning ecosystem that can deliver on expectations of speed, agility, and adaptability.
Open Sesame

Have TD professionals treat each other as curators who helps to personalize the development process and ensure that people get
the right resources based on their specific needs
DDI

 Action to increase the strategic accountability for the workforce to determine what, when, and where they need to learn in
order to perform. 
GP Strategies Learner-centric tools like user-generated content platforms. 

 Design thinking approaches to generate innovative solutions to current and emerging challenges.
Build programs that are less event-specific and create content that can be used in different modalities in different
levels of depth within a job or task.
AllenComm To allow the student to access content when they need it, how they need it and where they need it.

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Organizational change chart and infographic (Activity 5)

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Organizational change chart

ES E
RC SID
ORGANIZATIONAL

FO UT
CHANGE

O
ORGANIZATIONS

INTERNAL FORCES
A GROUP OF
PEOPLE
Conclusions – one link of audio per student (Activity 6)

STUDENT LINK
Yulieth Guzmán Bermudez https://youtu.be/pRbERGmZoSA

Mayra Fernanda Hernández

Milton José Rueda

Harol Ricardo Gómez

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References

• Rosenzweig, P. (2013). Lo que hace que las decisiones estratégicas sean diferentes. (artículo de portada). Harvard
Business Review, 91 (11), 88. Recuperado de: 
http://bibliotecavirtual.unad.edu.co/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=edb&AN= 91
571473 &
lang = es & site = eds-live
• KETTER, P. (2018). La adaptabilidad es clave en el futuro del trabajo. TD: Talent Development, 72 (10), 85.
Recuperado de: 
http://bibliotecavirtual.unad.edu.co/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=f5h&AN = 1
32194621 &
lang = es & site = eds-live 
• Shao, Z., Feng, Y. y Hu, Q. (2017). Impacto de los estilos de liderazgo de la alta dirección en la asimilación de ERP
y el papel del aprendizaje organizacional. Information & Management, 54, 902–919 Recuperado de: 
http://bibliotecavirtual.unad.edu.co/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=edselp&AN=
S0378720617300435&lang= es &
site = eds-live
• Simon, A. (2017). Vencer el dolor del cambio cultural: ¿cómo hacerlo? Leadership Excellence Essentials, 34 (9), 6.
Recuperado de: 
http://bibliotecavirtual.unad.edu.co/login?url=http://search.ebscohost.com/login.aspx?direct=true&db=f5h&AN= 12
6842049 &
lang = es & site = eds-live
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Thanks!
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