Given the dynamic uncertainty of markets and the painful consequences of wrong choices, we need to adopt a realistic perspective on how to develop the next generation of leaders…
Abstract
Purpose
Given the dynamic uncertainty of markets and the painful consequences of wrong choices, we need to adopt a realistic perspective on how to develop the next generation of leaders to respond to these and other dilemmas.
Design/Methodology/Approach
At the simplest level, good leadership is determined by who we are, what we do and how we do it. I contend that practice is essential: that leadership skills and competencies improve with experimentation, applied experience, critical self-evaluation and refinement. 10;
Findings
In sum, leadership is a journey of discovery. Leaders become competent only through deliberate practice, seeking feedback, engaging in humble reflection and remaining open to change.
Practical/Implications
Learning how to lead in radically different situations in a volatile era is not a challenge that a model can resolve.
Originality/value
Our current leadership models fail to offer useful, practicable guidance. Every good leader must makes choices based on a combination of factors, including his or her perception of organizational priorities, interpretation of the landscape and composition of stakeholders
The author addresses the looming question in the digital era: Can long-established firms adopt an existential mindset that enables them to survive and prosper?
Abstract
Purpose
The author addresses the looming question in the digital era: Can long-established firms adopt an existential mindset that enables them to survive and prosper?
Design/methodology/approach
Disruptors take advantage of significant changes in the traditional value drivers in an existing market. The success of long-established companies often inhibits innovation, and most mature organizations struggle to excel.
Findings
Greater reliance on controlled experiments can mitigate the failures of innovation based primarily on focus group research.
Practical/implications
Competitors can be transformed into collaborators in many parts of the value chain, and alliances are outperforming the more conventional business development approaches.
Originality/value
The author’s powerful message: Today’s leaders must adopt a new mindset in which bureaucracy is repudiated and responsiveness and adaptability are rewarded.
Robert J. Allio and Robert Randall
With this interview of W.R. Goodwin, President and Chief Executive Officer of Johns‐Manville, Planning Review initiates a series of articles designed to elicit the opinion of top…
Abstract
With this interview of W.R. Goodwin, President and Chief Executive Officer of Johns‐Manville, Planning Review initiates a series of articles designed to elicit the opinion of top management on the effectiveness of planning and the proper direction for the state of the art. In simple terms the question is, “How are planning and the planning process viewed from the CEO's office?” Dr. Goodwin was chosen to be the first CEO interviewed because he is one of those rare chief executives who was promoted to top management after a stint as chief planner. Obviously, he is well acquainted with the methodology of planning, the various ways it can be utilized by a corporation, and its potentials. Other executives interviewed in the series will be selected on the basis of their professional experience with planning before their promotions. In this first interview, the interviewers — Robert J. Allio, President of NASCP, and Robert Randall, contributing editor to Planning Review — attempted to make the session informal and more a conversation than an interrogation. For this reason, specific and detailed questions about the Johns‐Manville planning cycle and organizational structure were omitted. Instead, the time spent with Dr. Goodwin gave Planning Review an invaluable chance to learn about his attitude toward planning. Planning Review would like to take this occasion to thank Dr. Goodwin for being so generous with his time. To condense the hour and a half of insight he so cheerfully gave the interviews, the editors have blue‐penciled extensively. In addition, much of the responsibility for the interview's organization rests with the editors. Interestingly, although the interviewers provided Dr. Goodwin with a list of questions in advance, these never became a central part of the discussion. Chief executives tend to answer questions they raise themselves.
The author believes it is possible to select a better strategy for improving leadership effectiveness. His hypothesis: although leadership cannot be taught, paradoxically…
Abstract
Purpose
The author believes it is possible to select a better strategy for improving leadership effectiveness. His hypothesis: although leadership cannot be taught, paradoxically, leadership can be learned.
Design/methodology/approach
The playbook for developing potential leaders comprises these three elements: Establish a leadership identity and persona. Acquire relevant leadership knowledge and skills. Practice acts of leadership.
Findings
We preach the need for moral leaders, but in pursuit of maximizing shareholder returns and stock option bonuses for CEOs society embraces rogues and celebrates robber barons who successfully elbow their way ahead of the pack!
Practical implications
Whatever other personal traits the leader may possess, the one absolute prerequisite is the judicious exercise of power – specifically, the power to change the way followers think and behave.
Originality/value
Success leadership ultimately depends on the ability to communicate, to tell a story that explains the proposed corporate vector and inspires the followers to sign on for the adventure.
Details
Keywords
The article guides the process for each aspiring leader to develop his or her own unique approach to leading.
Abstract
Purpose
The article guides the process for each aspiring leader to develop his or her own unique approach to leading.
Design/methodology/approach
Executives and managers can deepen theirunderstanding of leadership by mining three sources: the burgeoning archives of contemporary leadership theory and practice, case histories of leaders and leadership and the classic writings of literature, history and philosophy.
Findings
More managers must learn to be leaders, and the best way to make it happen is to avoid the clichés, the leadership training marketing hype, the platitudes and the pseudo-scholarly research and take charge of your own leadership journey.
Practical implications
The core of the do-it-yourself approach is to learn to lead by doing. Mastering the role of a leader is a challenge that, like mastering any craft, requires continual practice.
Originality/value
The article is an antidote to leadership training marketing hype. Instead of buying dubious advice, potential leaders can seize the opportunity to be creative, to discover a personal approach to leading that fits the time and place and is compatible with their own persona, values and beliefs.
Details
Keywords
David J. Allio and Robert J. Allio
Even when global players are increasingly dominating an industry, smaller competitors can win in local markets by paying attention to the different needs and expectations of their…
Abstract
Even when global players are increasingly dominating an industry, smaller competitors can win in local markets by paying attention to the different needs and expectations of their customers. The top‐down standardization of strategy adopted by many multinational consumer product companies can fail badly if these differences are ignored. Consumer needs and desires are not necessarily consistent across different market segments. Competitors can often exploit these differences to great advantage, particularly if some core competencies, like distribution or market intelligence, can be brought to bear. The old adage “Think global, act local” still applies in many industries. This SuÄrez Company beer case study demonstrates the impact that local market knowledge and positioning can have on a product’s success. Nimble local or regional players may dethrone even the largest of multi‐national or global competitors who often fail to recognize or embrace cultural differences and unique market conditions. These same multinationals may derive global benefits by re‐integrating local market experience into their broader positioning, as Coors is doing now.
Details
Keywords
Michael K. Allio and Robert J. Allio
Selective Insurance, a mid‐sized regional property and casualty insurance firm, first mounted a classic strategy‐development effort and then implemented a reengineering effort…
Abstract
Selective Insurance, a mid‐sized regional property and casualty insurance firm, first mounted a classic strategy‐development effort and then implemented a reengineering effort focused on the core processes that drove their business.
J. Peter Grace was interviewed in September at his company headquarters in New York by PR's editors Robert J. Allio and Robert M. Randall. The questions were selected from several…
Abstract
J. Peter Grace was interviewed in September at his company headquarters in New York by PR's editors Robert J. Allio and Robert M. Randall. The questions were selected from several sets prepared by senior NASCP planners. After forty years of interviews, Grace has mastered the art of counterpunching, and his interrogators better be in top shape to go 15 rounds with him.