Leading the Entrepreneurial Organization. E Entrepreneurial initiatives are driven by individuals...

20
Chapter 12 Leading the Entrepreneurial Organization

Transcript of Leading the Entrepreneurial Organization. E Entrepreneurial initiatives are driven by individuals...

Chapter 1

Chapter 12Leading the Entrepreneurial OrganizationE1Top-Level Managers in the Entrepreneurial OrganizationSenior level managers are critically important for providing three core responsibilitiesCompelling visionWell-designed company architectureRight personnel

the entrepreneurial message must flow from the top Hidgon (2000)E4Attitude towardTraditional General ManagementStrategic Entrepreneurial LeadershipOrganizational resources and capabilitiesResources and capabilities should be protectedResources and capabilities should be valued but challengedThe firms business and purposeDefinitions of business and purpose are relatively enduringDefinitions of business and purpose should be periodically reexaminedBusiness strategyPlay the game better than competitorsPlay the game better than competitors or play your own gameOrganizational architectureDesigned to optimize implementation of the strategyDesigned to allow for strategic flexibilityMeeting customer needsStay close to the customerStay close to the customer, but also invest in promising innovations that dont currently meet expressed needsEntrepreneurial activity within the organizationEntrepreneurial activity should follow from strategyEntrepreneurial activity should lead to as well as follow from strategyOrganizational learningInstitutionalize knowledge to avoid having to relearn business lessonsInstitutionalize a questioning attitude such that learning and unlearning can coexistTraditional General Management vs. Entrepreneurial Leadership:A Comparison of Beliefs and Philosophies E3Middle-Level Managers: Conduits in the Entrepreneurial OrganizationMiddle-level managers serve as a conduit between those at the top and those at the operating level or front-line

Their central position in the organization allows them to gather and absorb innovative ideas from inside and outside the firmEMiddle-Level Managers Entrepreneurial ActivitiesEndorseRefineShepherdIdentifyAcquireDeployEDistinction between top-level and middle-level managers

Top-level managers often determine strategic actionsMiddle-level managers most often implement the strategic entrepreneurial activities designed by top-level managementMiddle-Level Managers: Conduits in the Entrepreneurial OrganizationEFirst-Level Managers and Non-Managerial PersonnelFirst-level managers have three roles within the corporate entrepreneurship realm

Experimenting rolesAdjusting rolesConforming roles

EFirst-level managers and non-managerial personnel operate as bothOrder takersAutonomous actorsShould be expected, not just toleratedFirst-Level Managers and Non-Managerial PersonnelEThese individuals are in unique positions to recognize entrepreneurial opportunities because they frequentlyWork at positions within the organization where much of the core transformational activityHave boundary-spanning responsibilities or important linkages to key external stakeholders associated with their jobsFirst-Level Managers and Non-Managerial PersonnelEGuidelines for Entrepreneurial Leadership at Any Organizational Level1. Obsession with finding new business opportunities2. Construction of a plan that clearly defines the opportunity and specifies a strategy for its exploitation3. Ability to identify and gain support of key stakeholders

E11Variations in Managerial Roles Across the Forms of Strategic EntrepreneurshipStrategic renewalinvolves the adoption of a new strategy

Sustained regenerationinvolves the introduction of a new product into a preexisting product category or introduction of an existing product into a new (to the company) but preexisting market

Domain redefinitioninvolves the creation of new or reconfiguration of existing product categories or market space

Organizational rejuvenationinvolves the enactment of a major internally focused innovation aimed at improving strategy implementation

Business model reconstructioninvolves the design of a new or redesign of an existing business model.

E12Variations in Managerial Roles Across the Forms of Strategic EntrepreneurshipTop Management Roles:Ratifyingthat is, articulate strategic intent, monitor, endorse and supportRecognizingthat is, recognize strategic potential, set strategic direction, empower and enableDirectingthat is, plan, deploy resources, command

E13Middle Management Roles:Championingthat is, nurture and advocate, champion, present alternatives to top managementSynthesizingcategorize issues, sell issues to top management, blend strategic and hands-on information, synthesizeFacilitatingthat is, nourish adaptability and shelter activity, share information, guide adaptation, facilitate learningImplementingthat is, implement, revise and adjust, motivate and inspire, coach

Variations in Managerial Roles Across the Forms of Strategic EntrepreneurshipE14Operating Management Roles:Experimentingthat is, learn and improve, link technical ability and need, initiate autonomous initiatives, experiment and take risksAdjustingthat is, respond to the challengeConformingthat is, be a good soldier, follow the system

Variations in Managerial Roles Across the Forms of Strategic EntrepreneurshipE15Questions?E16It is written in the present, not future tense. They describe what we will feel, hear, think, say and do as if we had reached our vision now.

It is summarized with a powerful phrase. That phrase forms the first paragraph of the vision statement. The powerful phrase is repeated in whatever communication mediums you have to trigger memory of the longer statement. It is not a brand strap-line.

It describes an outcome, the best outcome we can achieve, but does not provide numeric measures of success.Good Vision StatementsEGood Vision StatementsIt uses unequivocal language/it does not use business speak or words like maximize or minimize

It evokes emotion. It is obviously and unashamedly passionate. However, it separates the hard aspect of vision in what we see, hear and do from the soft aspect of vision in what we think and feel

It helps build a picture, the same picture, in people's minds; remember the importance of STORYTELLING

EApple is committed to bringing the best personal computing experience to students, educators, creative professionals and consumers around the world through its innovative hardware, software and Internet offerings.

SAS transforms the way the world works, giving people THE POWER TO KNOW.

Good Vision StatementsENext StepFord

E