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Leading at the Enterprise Level
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By Douglas A. Ready
Spring 2004
Reprint 45315
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Volume 45, Number 3, pages 87-91, 5 pages
Primary Topic: Leadership
Secondary Topic: Corporate Strategy
SummaryFor the past couple of decades, companies have focused on creating strong leaders of business units and influential heads of functions -- men and women responsible for achieving results in one corner of an organization. But they have not paid as much attention to a more important challenge: developing leaders who see the enterprise as a whole and act for its greater good. And that perspective has become increasingly necessary as companies seek to provide not just products but broad-based customer solutions. The author explores the three key questions that companies must answer in order to link strategy to leadership development: What are the key elements of the enterprise leader's job? Why is learning to lead at the enterprise level such a difficult challenge? And what can companies do to identify and develop enterprise leaders? He illustrates his points with examples from PricewaterhouseCoopers, Canada's RBC Financial Group, IBM and others. |
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