andrew white, giving: from funding to empowering
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Andrew White, Giving: from Funding to Empowering at the GCF2012TRANSCRIPT
Dr Andrew White
Associate Dean For Executive Education
Saïd Business SchoolUniversity of Oxford
GCF 2012“The Entrepreneurship Imperative”
21-24 January 2012
Intrapreneurship: The Leadership
Challenge
Agenda
1.Intrapreneurship: The Leadership Challenge
2.Discontinuous Change: A Strategic Threat and Opportunity
3.Level 5 Leadership
4.Case study 1: Ajax
5.Case study 2: Prophet Mohammed (PBUH)
6.Summary
1. Leaders in the 21st Century are being challenged on an almost daily basis.
2. They are faced with: • ensuring sustainable performance for companies, countries and
regions through innovative business models, products and services
• addressing political and social change in countries as diverse as the USA and China
• and handing over our resources to the next generation in a better state than we have found them.
3. As much as leaders would desire it, there is less and less certainty in the structures they have relied upon for their historical success.
4. Globalization, economic discontinuities, competitors who come from unexpected places all require a new type of leader that we are only just beginning to be able to recognize.
5. Ambiguity, systemic complexity and a deep impatience with the status quo are at the heart of these challenges.‘Intrapreneurship [can be] defined by referring to emergent behavioral intentions and
behaviors that are related to departures from the customary ways of doing business in existing organizations.’ Antoncic and Hisrich (2003)
Intrapreneurship: The Leadership Challenge
S&P 500 Companies 1957 - 1997
500
74
0
426
0
100
200
300
400
500
600
1957 1997
New Entrants Post 1957
1957 Entrants
Performance of 1957 Entrant Survivors
16%
84%
Outperformed S&P 500
Underperformed S&P500
Discontinuous Change: A Strategic Threat and Opportunity
Level 5 Leadership: Fierce Resolve and Humility
• Out of 1,435 Fortune 500 companies studied, only 11 achieved sustained greatness: gaining stock returns at least three times the market for 15 years after a major transition period.
• Q: What did they have in common?
• A: Each had a Level 5 leader at the helm.
• Level 5 leaders bring together the paradoxical combination of deep personal humility with intense professional will.
Collins , J (2001)
Level 5 Leadership and Corporate Performance
Collins , J (2001)
Level 5 Leaders
‘ Level 5 leaders subjugate their own needs to the
greater ambition of something larger and more lasting than themselves.
For those people, work will always be more than what
they get — the fame, fortune, power, adulation,
and so on. Work will be about what they build, create, and contribute’.
Personal Humilityand
Professional Will
Collins , J (2001)
The Story of Ajax
Prophet Mohammed (PBUH) and the Quraish
Level 5 Leadership: Fierce Resolve and Humility
• A leaders ‘shadow’ is the repressed and unacknowledged part of their ego which causes dysfunctional behavior if not acknowledged.
• A leaders ‘shadow’ can make it too difficult to:
• Say ‘I don’t know’
• Move beyond conflict
• See beyond personal and organizational boundaries
• Speak truth that will risk them being unpopular
• See beyond their ‘solutions’ to customers ‘needs’
• Ultimately failing to articulate a vision and strategy that describes what their organization's contribution is to society – why they exist.
• A contribution which must include, and go beyond, a financial return.
• Leaders who have the courage and political skill to challenge and change unsustainable strategies and practices that people are deeply attached to and believe in.
• In summary, those we will willingly and reluctantly follow into the future
• And who have ‘subjugated their ego to something greater than themselves’ through high levels of self awareness.
and finally….
“Between stimulus and response, there is a space. In that space is our power to
choose our response. In our response lies our growth and our freedom.”
Viktor Frankl (Man's Search for Meaning) 1946
“You cannot step twice into the same stream. For as you are stepping in, other
waters are ever flowing on to you.”
Heraclitus 535 BC – 475 BC