LEADERS DEVELOPEMENT

Transcription

1 LEADERS DEVELOPEMENT LEAD 2013 HELSINKI // STEN REIMANN Executive MBA Program Leader Ajutrust partner, strategy consultant CEO THREOD SYSTEMS

2 What is the aim of the leaders development? LEADERS DEVELOPEMENT, AS TOOL FOR CEATING THE FUTURE.

3 LEADERSHIP CHALANGES WHAT IS TO BE LEADED? * leadership versus coordination * organisation / team / process * priorities on financial results / values / people

4 LEADERSHIP CHALANGES (1) LEADING YOURSELF / IDENTIFYING YOURSELF AS A LEADER (2) LEADING PEOPLE AND ORGANISATION (3) MANAGING CONNECTIONS AND INFLUENCING ENVIRONMENT

5 Leadership and management at micro level Leadership and management at macro level Executive MBA LEADERSHIP AND BEHAVIORAL SCIENCES SOCIETY Anthropology ORGANISATION Social science GROUP Social psychology INDIVIDUAL Psychology Vadi, Maaja Organisatsioonikäitumine.

6 LAHINGULISEVÕIMEKUSE CAPABILITY COMPONENTS KOMPONENDID THOUGHT PROCESS ABILITY TO GET PEOPLE TO FIHGHT MEANS TO FIHGHT BRITISH DEFENCE DOCTRINE 2011

7 Stretegic Leadership Vision Purpose Communication Values Leadership at all levels Creating direction Acting as an example Communicating effectively Getting the best out of peolpe Creating emotional alignment Acting as a change agent Handling the crisis Operational Leadership Energy Behaviour Structure Manager as coach Creating the work climate Team Leadership TEAM TASK INDI- VIDUALS Alan Hooper; John Potter. Intelligent Leadership. Random House: London, 2001, p153

8 ORGANISING John P. Kotter. Accelerate. HBR 2012.

9 CHANGE OR DIE What are you leading? What is your strategic resource? structure, process, capability, competence...? In modern war organisation traditional structure does not matter. Concentrate to capabilities effective leadership, information and intelligence, flexibility, tempo, cooperation and interoperability, sustainability.

10 STRATEGY IMPLEMENTATION THROUGH THE PEOPLE Mark A. Huselid, Richard W. Beatty, Brian E. Becker. A Players or A Positions. The strategic logic of workforce management. HBR 2005.

11 DESIRED RESULTS OF THE STRATEGIC ACTIONS (1) Improving owner position (2) Improving company value and competitiveness (3) Developing effective business model (4) Client creation and positive managing (5) Stimulating innovation, empowering great talents and creating productive teams (6) Demanded tempo company timelines, dynamics of market beahaviour, tempo of sector development, time to market CORPORATE / ENTERPRISE AMBITION LEADER PROFILE VALUATION OF POTENTIAL CAPABILITY DEVELOPMENT

12 LEVEL 5 LEADERSHIP Executive Effective Leader Level 5: Builds enduring greatness through a paradoxical combination of personal humility plus professional will. Level 4: Catalyzes commitment to and vigorous pursuit of a clear and compelling vision; stimulates the group to high performance standards. Competent Manager Level 3: Organizes people and resources toward the effective and efficient pursuit of predetermined objectives. Contributing Team Member Level 2: Contributes to the achievement of group objectives; works effectively with others in a group setting. Highly Capable Individual Level 1: Makes productive contributions through talent, knowledge, skills, and good work habits. Jim Collins. Level 5 Leadership: TheTriumph of Humility and Fierce Resolve. HBR 2005h

13 Passion for Customers Addresses Customer Needs: Seeks to understand customer needs and requirements, tailoring products/services accordingly. Thinks Strategically Acts Decisively Executive MBA Level 1 Level 2 Level 3 Level 4 Level 5 Identifies Critical Issues using basic knowledge of AZ's business, and takes action on key issues relating to their role. LEADERSHIP CAPABILITIES Engages Customers in Solutions Development: Seeks to understand underlying issues/needs. Proactively engages customer in development or identification of solutions, products, or services. Applies a Broad Perspective: Thinks more broadly than their role (e.g. externally) and uses this insight to challenge and adapt current approaches/ ways of doing things. Manages Multiple Customer Needs, representing them in AstraZeneca's decision making and planning. Uses Deep Insight to Impact Broadly: Still thinking broadly, but also identifies opportunities and develops solutions that impact beyond their role/function. Applies Long-Term Customer Insight: Engages customers over time and is focused on future needs and challenges. Anticipates the Future: Has a future oriented, long-term view due to the depth and breadth of insight. Develops plans that have impact across AZ and are based on what is likely to happen. Changes AstraZeneca's Approach to Customers: Fundamentally reshapes the way in which AstraZeneca develops and maintains relationships with customers. Shapes the Future: Thinks innovatively about the industry and not just AZ. Develops plans and strategies to change the future of AZ and impact the industry. Drives Performance Works Collaboratively Develops People and Organization AstraZeneca Leadership Capabilities,

14 SELECTION OF MANAGEMENT METHODOLOGIES Vojko Potocan, Zlatko Nedelko, Matjaz Mulej Influence of Organizational Factors on Management Tools Usage

15 HBR MANAGEMENT TOOLS

16 HIGH-GROWTH ENTREPRENEURSHIP IN SLOW-GROWTH ECONOMY Cracking the Code: How Successful Entrepreneurs Build High-Growth Companies Defying gravity. High-growth entrepreneurship in a slow-growth economy. Ernst & Young; Kauffman, 2012.

17 SOCIAL GROUP versus RESULT-ORIENTED

18 STEVENSON S CONCEPTUALIZATION OF ENTREPRENEURIAL MANAGEMENT Entrepreneurial focus (promoter) Conceptual dimension Administrative focus (trustee) Driven by perception of opportunity Strategic orientation Driven by controlled resources Revolutionary with short duration Commitment to opportunity Evolutionary with long duration Many stages with minimal exposure at each stage Episodic use or rent of required resources Flat, with multiple informal networks Commitment of resources A single stage with complete commitment out of decision Control of resources Ownership or employment of required resources Management structure Hierarchy Based on value creation Reward philosophy Based on responsibility and seniority Rapid growth is top priority; risk accepted to achieve growth Promoting broad search for opportunities Growth orientation Safe, slow, steady Entrepreneurial culture Opportunity search restricted by resources controlled; failure Punished Terrence E Brown, Per Davidsson, Johan Wiklund. An Operationalization Of Stevenson s Conceptualization Of Entrepreneurship As Opportunity-based Firm Behavior. Strategic Management Journal, 2001

19 WHAT AND HOW MUCH WE CAN CHANGE? Claudio Fernández-Aráoz, Boris Groysberg, Nitin Nohria. How to Hang On to Your High Potentials. Emerging best practices in managing your company s future leaders. HBR 2011.

20 DEVELOPMENT METHODS (1) Formal studies / Further studies / Training (2) Personal development plan (3) Consulting / Mentoring / Coaching / (4) Leaders potential evaluation and feedback (5) Communities of best practice

21 DEVELOPING LEADERSHIP CAPABILITY Assumptions: PERSONALITY TRAITS EXECUTIVE (6) DEVELOPING ORGANISATION AND GROWING SUCCESS (5) LEADIND ENTERPRISE/CORPORATION (4) LEADING PEOPLE AND ORGANISATION (3) KNOWING MACROECONOMIC ENVIRONMENT (2) PROFESSIONAL KNOWLEDGE/SKILLS (1) KNOWING AND LEADING YOURSELF

22 The aim of the Executive MBA curriculum is to develop leaders performance in the changed international business environment in order to increase the effectiveness of the enterprise or the public sector. Strategic Management Corporate Finance Leading Innovation Management Methodologies CORPORATE STRATEGY Corporate Governance Strategic Communication Marketing Management Accounting Management Information Systems BUSINESS STRATEGY FUNCTIONAL STRATEGY Price Management Strategies Business Modelling Human Resource Management Sten Reimann, Concept of Executive MBA Curriculum.

23 PERSONAL CHALLENGE FEAR versus AMBITION You cant come to the stage to suffer. On the stage you have to act. In russian aktjor is in english actor. Actor = is acting. Panso

24 ALTERNATIVE VIEW Yahoo CEO Marissa Mayer believes her company needs more talented and entrepreneurial engineers and product managers. So, for the last six months or so, Mayer has been acquiring small, failed mobile startups for small amounts of money, turning off their products, and integrating their teams into Yahoo's larger workforce. These deals are called "acqui-hires." Usually, they cost about $1 million per engineer. Mayer has done about ten of them since she joined Yahoo last summer. Just last Friday, Yahoo bought a tiny little company called Loki Studios. Yahoo isn't the first company to do a lot of them. Google buys dozens of startups for this reason every year. Facebook also hires people this way.

25 LEADERS DEVELOPEMENT LEAD 2013 HELSINKI // STEN REIMANN Executive MBA Program Leader Ajutrust partner, strategy consultant CEO THREOD SYSTEMS