GSS502 Global Security Strategy and Leadership – Hierarchy of Choices

Question 1
Consider an actual organisation that is founded and headquartered in Singapore. You may select a commercial, government, or non-profit organisation.

Recently, the hiring team of this organisation has reached out to you to fill the role of Senior Vice President, a very important position that reports directly to the CEO and the board of directors. You are keen to find out more about this exciting new opportunity, which is due to start after your studies.

Using the Hierarchy of Choices framework, examine each level in the framework, particularly its:

Corporate values
Purpose or Mission
Vision or Aspiration
Strategy
Key Business activities and functions

Strengthen your answer with supplementary research from the organisation’s annual statements and open-source commentaries or articles about them. You may make intelligent assumptions about information that is unobtainable from public sources.

In addition, analyse and explain whether the elements in its Hierarchy of Choices framework are aligned.

Diagram your findings in your submission.

Question 1b
Congratulations, you have completed your studies and have been hired!

One morning, before the start of your quarterly leadership meeting, your CEO casually called you aside to chat about how you would approach strategy formulation. Your keen mind sensed that the thinly veiled chat over coffee and kaya toast was a subtle assessment of your career potential.

Confident in your abilities, you are unfazed. You promised that you would write a memo to him later in the day.

Remembering the I-ACT framework you learnt in class, discuss the broad approach to how you and your team would strengthen the organisation you have identified in the earlier question. Specifically, you should describe the various frameworks that you will use at each stage of the I-ACT diagram.

You may strengthen your answer with supplementary research from the organisation’s annual statements and open-source commentaries or articles about them.

Draft a memo to your boss via email to share your thoughts. You may include illustrations to support your explanations.

Question 1c
Impressed by your insights on his earlier question, the CEO replied that the board members would also be keen to explore how the company can contribute to some of the UN Sustainable Development Goals (SDGs). Making the world a better place, and publicity on those efforts, would do your organisation good.

You are excited to share your thoughts with your boss.

Based on your chosen organisation, construct creative but realistic solutions to integrate at least two UN SDGs into your organisation’s strategy and operations.

Draft another memo to your boss via email to share your thoughts. You may include illustrations to support your explanations.

Question 2 (25 Marks)
After reading your emails, your boss is excited about the possibility of kickstarting another round of strategic planning for the organisation.

You have established a reputation for having a growth mindset and thinking ahead of every situation. Your CEO asks you to recommend leadership concepts that would pair well with strategic execution.

Consider only two leadership concepts or relevant leadership models that will support your plan of action. Compare their effectiveness in supporting your recommendations for the organisation, in another email to your boss. Your boss would be very impressed if you could cite an example of a real-life leader who exemplifies the concepts that you have mentioned.

Expert Answers on Above Questions on Global Security Strategy

The organisation selected for the purpose of analysis is DBS Bank Singapore.

Hierarchy of choices

Corporate values: An analysis of the corporate values of DBS Bank indicates that it is purpose driven, customer obsession, focus on innovation and digital leadership, and believes in responsible banking and integrity.
Purpose/ mission: The main mission of the bank is to make banking joyful and effortless and allow its customers to thrive. It positions itself as not just a bank, but a technology-driven financial partner supporting individuals, SMEs and corporations.
Vision: The vision of the bank is to be the best bank for a better world. It wants to become a leading digital Bank in Asia, and also achieve the position of a sustainability leader in financing Asia’s transition towards a low carbon economy.

Strategy: The strategy of the bank emphasises on digital transformation using AI, designing customer journeys, achieving regional growth and, contributing towards sustainable financing.

Key business activities and functions:

The key business activities and functions of the bank includes retail and corporate banking, wealth Management, digital banking platforms, risk management, sustainability and ESC financing teams.

Alignment in the hierarchy of choices

There is a strong alignment identified across different levels. For values, the bank emphasizes Innovation and responsibility, and for purpose, it aims at making the banking simple and meaningful. The vision of the bank is to become the best bank for better world performance, while the strategy is to achieve digital growth and sustainability. The activities of the bank include investment in technology, ESG products etc. This indicates a clear vertical alignment reflected by dBS Bank in the form of values followed by strategy and operations.

Strategy formulation using I-ACT framework

I-Insight: It is important to understand the environment and organisation which can be possible through strategic tools like PESTLE which suggest that the banking industry is highly regulated, and faced with fintech disruption and high sustainability pressure. The Porter 5 forces suggest that there is high competition from fintech and digital banks.
A-Ambition: The areas where DBS bank wants to achieve significant growth are in respect to market leadership position in digital banking, top banker in sustainable financing and best with respect to providing quality customer experience.
C-Choices: The choices available to the bank are in the form of making investment in digital ecosystems, focus on the Asian market and give higher emphasis to ESG aligned industries.
T-Transformation: The execution of strategy can be performed using Kotter’s change model in achieving digital culture shift, and by making incentives linked to innovation to drive higher growth.

Integrating UN SDGs into DBS strategy

SDG 8 – Decent work and economic growth: DBS can achieve this by providing SME financing, undertaken financial literacy programmes and supporting entrepreneurship.
SDG 13- Climate action: DBS can contribute green loans and sustainability linked bonds, and provide preferential rates to renewable energy projects.

Leadership concepts for strategic execution

Transformational leadership: This leadership is quite effective because it inspires employees to focus on digital Innovation and sustainability, and also encourages change and long term thinking.
Adaptive leadership: This leadership is effective because the banking environment is faced with constant disruption, and requires leaders to adapt to uncertainty.

This model answer is reviewed by Pamela Lim having expertise across business operations and strategic planning.
Disclaimer: This answer is a model for study and reference purposes only. Please do not submit it as your own work.

Want a Full Worked Out Answer with References?

Strategic analysis requires the application of appropriate framework to analyse different aspects of the business. Assignments requiring strategic analysis are therefore challenging, but professional strategic management experts can make it easy by providing appropriate guidance on how to select and apply the most relevant framework for strategic analysis. Consult our team of assignment helpers to get supportive guidance and feedback with your strategy assignment