One great denition of management is task accomplishment through others. The big mistake that we often make as managers is not to delegate to other people, but when they're not doing so well do the job ourselves. This is very prevalent. When one starts a company, initially one does all the jobs. And so when one hires other people, there is a tendency to not give them the new tasks. And so one of the challenges then becomes truly to delegate. And so when you're the CEO of a company, if your desk is totally clean, there's nothing for you to do. That will be an ideal of course, that we don't reach, but it would actually be a good sign of you are very good at task accomplishment through others. Strategic management is about the big decisions that have to be taken for a rm or organization for a rm. It involves what products do we want to make, what products do we not wanna make? What markets do we want to be in? What countries do we wanna want to be in? And secondly, it's about deciding how to design the organization so it can actually make those products and deliver those products effectively. So organization design decisions would also be part of strategic management. One great description of good leadership comes from the late James March, who was one ofthe the most distinguished organization theorists in the last 50 years. Jim Marge said, leadership involves poetry and plumbing. And what he meant by that is, as leaders, we need to be poets able to tell a story where we want the organization to go, why this is such a great place to be. But leaders also need to be able to orchestrate that the operations of our rm are good enough that we can get there. If the toilets in our organization are not working and you are trying to persuade people, you can build a very complicated technological device. No one will believe that we can actually build this because our toilets don't even work. So this is whyJim March said you need to be able to create a vision with poetry and to convince people that we have the technical skills to get there. One area where I looked at strategic management in some detail, in particular the strategic management of how do we design our organization, is in the case of the Chinese telecommunication company, Huawei. And what I was so Impressed with is as they went from 50 to 500, 5,000, then 50 and now 180,000 people, they realized they needed to change a great deal. How they structure themselves, how they orchestrate the processes, because otherwise they wouldn't be effective. What is functional with 50 people does not work with 5,000 and 50,000. And so one of the big challenges as a strategic leader is to change the organization as it is growing, as it is, is expanding across the world and as it's doing other products. And Huawei has done a fantastic job on this, and this is why I wrote a book about it