Cross-Enterprise Leadership E-Book

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 333

Veröffentlichungsjahr: 2011

Beschreibung

In today's world of business where organizational boundaries are blurry, intense competition dictates rapid change, and complex issues and relationships cut across departments, business units, and even companies, the old hierarchical command-and-control management approach is no longer sufficient. Distributed leadership approaches are necessary and no one individual can do it all. In fact, an enterprise is more than just the traditional organization. Value today is often created not just within a company, but also across a network of companies. Being able to connect the various components and to work collaboratively within the network is essential to maintaining competitive advantage. Leaders today must be capable of identifying potential partners, initiating and maintaining relationships, resolving conflicts, and reconfiguring their relationships. Cross-Enterprise Leadership is a new model for success in today's world of complexity and ambiguity. Leaders who adopt this approach will be more comfortable dealing with ambiguity, uncertainty, complexity and time pressures, and with creating value through networks of relationships. Small, domestic, entrepreneurial companies are, by their very nature, cross-enterprise focused. Entrepreneurs will tell you that they live in a world of uncertainty and ambiguity and that they constantly need to adjust on the fly. Equally, large multi-national companies like Wal-Mart, Nestle, or Coca-Cola are inherently complex and issues and relationships cut across functions, levels, geographies, and companies. Cross-Enterprise Leadership goes beyond a functional perspective to understanding the complexity of business issues from all angles and how they can be integrated, how leaders can rely almost entirely on influence when they may be operating without power or authority, and how they can develop the capacity to make decisions and implement them in an environment filled with uncertainty and complexity. Most managers operate like the traditional orchestra-waiting to do their written part. But there is no tidy score for business today. CEL enables today's leaders to be more like a jazz band, improvising and building off of one another, creating music in real time and in relationship to one another.

Leseprobe

Table of Contents

Title Page

Copyright Page

Acknowledgements

Dedication

~Contributors~

Foreword

~1~ - A New Approach for the 21st Century

Cross-Enterprise Leadership Elements

From Organization to Enterprise

Stability to Dynamic Complexity

Leadership for a New Context

From Functions to Issues

From Knowledge to Think-Act-Lead

~2~ - What Cross-Enterprise Leaders DO!

The Leadership Role

Analyze the Environment in Which the Enterprise Operates

Formulate Winning Strategies

Execute Those Strategies—Brilliantly!

Monitor the Results and Make Strategic Adjustments

Build Organizational Capabilities, Capacity and Culture

The Challenges of Leadership

~3~ - The Cross-Enterprise Leader

The Five Types of Intelligence for Cross-Enterprise Leadership

Business Intelligence

Strategic Intelligence

Organizational Intelligence

People Intelligence

General Intellect

Cross-Enterprise Leadership Capability

Growing and Developing Cross-Enterprise Leaders

~4~ - Cross-Enterprise Leadership in Practice: An Interview with Turnaround ...

What does a turnaround expert do? What is the objective of the engagement with ...

The job is a tough one. What motivates you to be a turnaround expert?

In what ways has the job changed since the financial crisis?

So how do these developments affect your job?

How relevant is the cross-enterprise leadership perspective to turnarounds?

How do you become a cross-enterprise leader?

What are the core skills that help determine whether a person can succeed as a ...

What would you consider are your strengths as a turnaround expert?

What is the latest thing you’ve learned or a lesson that you were reminded of?

What is the role of character in turnarounds? For example, how do you engage ...

You really engage with people. Where does that approach come from?

I imagine that businesses often can’t be fixed without significant cost ...

What leadership lessons would you share with CEOs based on the things that ...

How did you learn to deal with so much uncertainty in your work?

And the issue of complexity?

How have you grown as a leader? How has your approach changed over the years?

Can you please explain the notion of the Seven Deadly Sins that you talked ...

How can business schools better prepare their students—executives included—to ...

Can you reflect on your career thus far and articulate your personal leadership brand?

Any final thoughts?

~5~ - Driving Growth through Entrepreneurship and Innovation

Been There, Done That

Think “How”

Sooner or Later

Levers and Buffers

Strategic Leadership and Innovation

Why Is It Small Firms that Produce the Entrepreneurs?

Conclusion: Entrepreneurship and Cross-Enterprise Leadership

~6~ - Developing the Cross-Enterprise Leader

~7~ - Engaging the Chinese Market

Managerial Perceptions of Concerns with the China Market: General Management ...

The Four Cross-Enterprise Leadership Capabilities and a China Strategy

Engaging Emerging Markets—Cross-Enterprise Leadership Centre

Conclusion

Entering China

Operating in China

Engaging Chinese Competitors

~8~ - Greed Is Never Good: Cross-Enterprise Leadership and the Social ...

A Historical Perspective

The Paradox

The Corporate Social Responsibility Movement

Business Response to the CSR Movement

The Current Debate

Social Responsibility and the Cross-Enterprise Leader

Conclusion

~9~ - Building Sustainable Value through Cross-Enterprise Leadership

What Is Sustainable Value?

The Emphasis of Economics in Business and Business Education

Cross-Enterprise Leadership Builds Sustainable Value

Building Sustainable Value at Ivey

How Businesses Can Build Sustainable Value through Cross-Enterprise Leadership

Conclusion

~10~ - Leadership on Trial

Introduction

The Blame Game

What Impressed

Predictable Crises

What Happened to the Radars?

Risk Analysis and Mitigation

Systems Complexity

Leadership Psychology

Executive Compensation

Directorial Delinquency

Competencies and Character

Conclusion

~Conclusion~

~ Index ~

Copyright © 2010 by The Richard Ivey School of Business

All rights reserved. No part of this work covered by the copyright herein maybe reproduced or used in any form or by any means—graphic, electronic or mechanical without the prior written permission of the publisher. Any request for photocopying, recording, taping or information storage and retrieval systems of any part of this book shall be directed in writing to The Canadian Copyright Licensing Agency (Access Copyright). For an Access Copyright license, visit www.accesscopyright.ca or call toll free 1-800-893-5777.

The article in Chapter 1 was first published in the May/June 2006 Ivey Business Journal; an earlier version of the article in Chapter 2 was published in the Jan/Feb 2005 Ivey Business Journal; and the article in Chapter 3 was first published in the July/August 2008 Ivey Business Journal (www.iveybusinessjournal.com).

Care has been taken to trace ownership of copyright material contained in this book. The publisher will gladly receive any information that will enable them to rectify any reference or credit line in subsequent editions.

Library and Archives Canada Cataloguing in Publication Data

Cross-enterprise leadership : business leadership for the twenty-first century / Richard Ivey School of Business ; edited by Mary Crossan, Jeffrey Gandz, and Gerard Seijts ; foreword by Carol Stephenson.

Includes bibliographical references and index.

ISBN 978-0-470-67940-1

1. Leadership. 2. Success in business. I. Crossan, Mary M II. Gandz, Jeffrey, 1944- III. Seijts, Gerard H IV. Richard Ivey School of Business

HD57.7.C.4’092 C2010-904383-9

Production CreditsInterior design and layout: Mike Chan Cover design: Pat Loi Cover images: ©iStockphoto.comPrinter: Solisco Tri-Graphic

John Wiley & Sons Canada, Ltd. 6045 Freemont Blvd. Mississauga, Ontario L5R 4J3

STG

We would like to acknowledge our colleagues, business leaders and students who have been so supportive of this book; Ivey staff Maura Pare, Stephen Bernhut and Penni Pring for their critical roles in enabling the project; and Karen Milner and Lindsay Humphreys, who shepherded the book on behalf of Wiley.

We dedicate this book as follows:

Mary Crossan:

To Larry, Corey and Matthew who provide unwavering support in everything I do

Jeffrey Gandz:

To Elizabeth

Gerard Seijts:

To my mom and dad who have always been there for me, and to Jana, Aiden and Arianna for giving me all the happiness

~Contributors~

William AzizChief Restructuring Officer, Hollinger Inc. President, BlueTree Advisors Inc.

Tima Bansal, PhD Professor of Strategy Director, Building Sustainable Value Research Centre Executive Director, Network for Business Sustainability MBA ’80 Faculty Fellow

Paul Beamish, PhD Professor of International Business Director, Ivey Publishing Director, Asian Management Institute Director, Engaging Emerging Markets Research Centre Donald L. Triggs Chair in International Business Canada Research Chair in International Management Fellow of the Royal Society of Canada

Mary Crossan, PhD Professor of Strategic Management Taylor Mingay Chair in Business Policy

Jeffrey Gandz, PhD Professor of General Management Managing Director, Program Design—Executive Development

Jim Hatch, PhD Professor of Finance

Ashleigh NimiganCommunications Specialist, Public Affairs

Fernando Olivera, PhD Associate Professor of Organizational Behaviour

Simon Parker, PhD

Associate Professor of Entrepreneurship

Director, Driving Growth through Entrepreneurship and Innovation Research Centre

MBA ’80 Professor in Entrepreneurship

Stephen Sapp, PhD Associate Professor of Finance Bank of Montreal Faculty Fellow

Gerard Seijts, PhD Associate Professor of Organizational Behaviour Director, Leading Cross-Enterprise Research Centre

Ivey Alumni Association/Toronto Faculty Fellow in Business Leadership

Carol Stephenson, O.C. Dean Lawrence G. Tapp Chair in Leadership

Mark Vandenbosch, PhD Professor of Marketing Kraft Professor in Marketing

Michael WoodGeneral Management Doctoral Candidate

~Foreword~

The Urgent Need for Cross-Enterprise Leadership

BY DEAN CAROL STEPHENSON, RICHARD IVEY SCHOOL OF BUSINESS

In the lingering aftermath of the global economic recession, leadership is in crisis. Questions remain unanswered. How could leaders in the financial services industry—and the regulators who oversee these markets—not anticipate the folly of lending money to people who could not afford a home? Why did leaders in the automobile industry keep manufacturing more and more vehicles in the face of growing overcapacity and declining sales? Moreover, in this age of globalization, how could leaders not foresee that the toxic practices in one part of the world would inevitably poison markets and economies worldwide?

Imagine what might have happened if business and government leaders had better appreciated the interconnectedness of different organizations, markets and economies. Imagine if more leaders had focused on long-term results, not just short-term returns. Imagine if more leaders had acted with vision, honesty and integrity. I have no doubt that the outcome would have been much different—and much better—for economies, for industries, for markets and for the customers, investors and employees who play a role in them.

For all of us at the Richard Ivey School of Business, the ongoing repercussions of the recent economic crisis underscore the urgency for a new leadership approach—an approach that we call cross-enterprise leadership.

Cross-enterprise leaders see the big picture and understand how it is evolving. They are able to anticipate the effect of economic trends, competitive challenges and global-scale market issues. And they know how to capitalize on the synergies that result from gaining this fulsome perspective. That’s precisely how cross-enterprise leaders build and sustain the profitability and growth of their enterprises.

Five years ago, our team at the Richard Ivey School of Business set out to examine the impact of globalization, technological innovation and volatile change on leadership. We conducted extensive research, analysis and consultation with our clients and stakeholders across the globe. We uncovered an inherent need across all organizations for cross-enterprise leadership.

Cross-enterprise leaders have a deep understanding of how events, decisions and actions affect the “enterprise”—or the rich complexity of interdependencies both within the organization and between the organization and the environment in which it operates. They look beyond the organizational charts, knowledge silos and walls of their organizations to uncover the full scope of opportunities and challenges facing their organizations.

Cross-enterprise leaders act decisively—and they act quickly. They appreciate that in today’s often unpredictable environment, playing it safe or taking it slow just does not make sense. In this era of instant messaging, social networking and ubiquitous wireless communications, real-time competition is the reality. Organizations can no longer afford the luxury of long planning horizons. A predisposition to “wait and see” simply doesn’t cut it anymore. Yet, neither does a singular focus on the short term.

Moreover, cross-enterprise leaders know that the old hierarchical command and control approach is grossly ineffective. Instead, these leaders depend on their influence, not on the power of their position. As a result, they develop an acute understanding of the positions of various stakeholders within their enterprise, including their employees. They are capable of identifying potential partners, of initiating and maintaining relationships, of resolving conflicts and of reconfiguring their relationships. Furthermore, they are comfortable dealing with the fluid dynamism inherent in nurturing these relationships. However, they can be decisive and directive when need be. They recognize what approach is needed in the situation.

This book explains how leaders can step up to today’s leadership challenges, as it examines the implications of the latest research and experience of organizations operating, or seeking to operate, in emerging markets such as China and India. It looks at driving business growth through entrepreneurship and innovation, leveraging Ivey’s work with rapid growth firms. It investigates how organizations and their leaders can create sustainable value in a world where economic issues intertwine with social concerns. In addition, this book dissects cross-enterprise leadership, looking at how organizations and individuals can learn, adapt and enhance their ability to compete effectively.

With globalization, the integration of markets and the rapid advance of communications and information systems, business is brimming with opportunities and endless possibilities. But the challenges are huge. The loci of global trade have shifted dramatically. The people of the world are mixing and mingling more than ever before. Certainly, technology will have more surprises in store. At the same time, the boundaries among companies and industries will continue to blur. And customers will have the power to reward and punish companies as never before.

The business environment today is awash in change—volatile, often unpredictable and always daunting change. In this complex, transformational environment the best leaders know their own stuff cold, but also understand the bigger picture. They can make decisions quickly and effectively, even in times of great uncertainty. And they are compassionate leaders who appreciate the value of integrity, open communications and collaboration in all their relationships.

This book will show you how you can become such a leader, and why you must. The business world needs this caliber of leadership. It needs cross-enterprise leaders—now.

~1~

A New Approach for the 21st Century

BY MARY CROSSAN AND FERNANDO OLIVERA

While the environment of business has become global and more complex, the organization as we know it has remained static and hierarchical. What’s needed is a dynamic “enterprise,” one that bases leadership and managing on a broad, issues-based platform, not the narrow, turf-protecting expertise of a single department. Enter cross-enterprise leadership.

Cross-enterprise leadership is a holistic approach to value creation in the enterprise. It recognizes four emergent realities that redefine general management for the challenges of the 21st-century manager. First, whereas general management focused on integrating the various functions within an organization, the business imperative today requires an approach—cross-enterprise leadership—that can create, capture and distribute value across a network of companies, not just within a company. Second, these networks, which we call enterprises, are complex and dynamic and must be able to respond as a whole to the emergent challenges that are continually presented. Third, no one leader can “manage” the enterprise, and therefore leadership should be distributed. Finally, these changes require an approach to leadership over and above that possessed by traditional business leaders.