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"Graduates of Ivey's Cross-Enterprise Leadership program are able to solve issues that challenge the entire organization. It is truly a revolutionary approach to business education."
—Arkadi R. Kuhlmann, Chairman and CEO of ING DIRECT, U.S.
"Cross-Enterprise Leadership will be very important for organizations in the future as change continues to accelerate. We need to be more adaptive, more proactive. Leaders need to work across the organization and collaborate outside the organization in ways that we don't always do today. Cross-Enterprise Leadership provides that direction."
—Timothy E. MacDonald, President, A.T. Kearney Limited (Canada)
"Cross-Enterprise Leadership is the difference between becoming an excellent executive and a mediocre one."
—Timothy D. Hockey, Group Head, Canadian Banking, TD Bank Financial Group, and President and CEO of TD Canada Trust
THE WORLD OF BUSINESS IS UNDERGOING A SEA CHANGE.
Technology is moving faster, competition is getting fiercer, and increases in global connectivity are erasing longstanding borders and barriers. Businesses and organizations are no longer self-contained bubbles, but rather enterprises that reach across traditional boundaries between companies, countries, and competencies. With this change in structure must come a change in management and leadership, from the traditional command-and control silo-based structure to a new model of distributed leadership, predicated on the fact that no one person can do it alone. What businesses need in order to achieve their goals is what we call cross-enterprise leadership.
Cross-Enterprise Leadership is the combination of business intelligence, organizational intelligence, people intelligence, strategic intelligence, and the general intellect to weave these knowledge bases together. Underlying these skills are the less tangible qualities that allow these intelligences to be applied at the correct time and in the correct way. All of these things work together to create a truly dynamic leader who is capable and effective in a wide range of scenarios and time frames. From entrepreneurial initiatives to multinational corporations, Cross-Enterprise Leadership is both applicable and fundamental to the advancement, innovation, and success of your business.
Contributors ix
Foreword: The Urgent Need for Cross-Enterprise Leadership Dean Carol Stephenson Richard Ivey xi
Chapter 1 A New Approach for the 21st Century Mary Crossan Fernando Olivera 1
Chapter 2 What Cross-Enterprise Leaders DO! Jeffrey Gandz 15
Chapter 3 The Cross-Enterprise Leader Mary Crossan Jeffrey Gandz Gerard Seijts 27
Chapter 4 Cross-Enterprise Leadership in Practice: An Interview with Turnaround Expert William Aziz Gerard Seijts Mary Crossan Bill Aziz 45
Chapter 5 Driving Growth through Entrepreneurship and Innovation Simon C. Parker 65
Chapter 6 Developing the Cross-Enterprise Leader Mary Crossan Jim Hatch Gerard Seijts Ashleigh Nimigan 95
Chapter 7 Engaging the Chinese Market Paul W. Beamish 121
Chapter 8 Greed is Never Good: Cross-Enterprise Leadership and the Social Responsibilities of Business Jeffrey Gandz 157
Chapter 9 Building Sustainable Value through Cross-Enterprise Leadership Tima Bansal Michael Wood 173
Chapter 10 Leadership on Trial Jeffrey Gandz Mary Crossan Gerard Seijts Stephen Sapp Mark Vandenbosch 195
Conclusion: Cross-Enterprise Leadership: The Way Forward Mary Crossan 233
Index 247
Overview
"Graduates of Ivey's Cross-Enterprise Leadership program are able to solve issues that challenge the entire organization. It is truly a revolutionary approach to business education."
—Arkadi R. Kuhlmann, Chairman and CEO of ING DIRECT, U.S.
"Cross-Enterprise Leadership will be very important for organizations in the future as change continues to accelerate. We need to be more adaptive, more proactive. Leaders need to work across the organization and collaborate outside the ...