Leadership Strategies for Organisational Transformation Corporate Research Forum - October 2010

Everyone Has a View on Leadership... Strong Dull Bright Weak

An Alternative View from CCL Business Results Processes Systems Organisation Complex Interdependencies Multi-layered Relationships Organisational Culture Leadership Management Organisational Results

Transforming What Happens Below the Surface Research from CCL’s Leadership at the Peak program 100+ C-Level top executives (Yip, Ernst, & Campbell, 2009/10)

Boundary Spanning Leadership Leadership: The capability to create Direction, Alignment, and Commitment across Boundaries Boundary Spanning Leadership

Vertical Boundaries Hierarchy Partnerships Happens at the Top Happens Throughout We have a boundary that runs up and down the organizational chart. We have work to do to create better interaction between senior executives and middle to entry managers. - Retail Company We asked the LAP participants about the types of group boundaries they needed to lead across… Analyzed the data, framework of 5 types of boundaries 1. Share Definition 2. Share Quote 3. From/to: For each of the next 5 slides, the senior executives reported a clear shift in how leadership needs to be practiced in their organization (SEE WHITE PAPER FOR MORE INFORMATION).

Horizontal Boundaries Functional Silos Collaboration Closed Networks Open Networks Culture Clashes Cultural Synergy My organization has 8 functional units and 7 laboratories, with more and more problems requiring interdisciplinary solutions. We have a mandate to attack this challenge. - Government R&D Agency NOTE: YOU CAN USE THE FOLLOWING “HOUSE” METAPHOR TO DESCRIBE THE 5 TYPES OF BOUNDARIES Vertical – represent the floors and ceilings in a home Horizontal – represents the walls Stakeholder – represents doors and windows in a home, and the extent that they are opened or closed to outer environment Demographic – represents the people who live in the house, as well as those who are invited into the home. Geographic – you can think of geographic in terms of your Internet connection, telephone, or TV – whatever it is that connects the people inside the home to the larger world

Stakeholder Boundaries HQ-Centric Customer-Centric Closed to Societal Needs Open Window We struggle in creating effective customer-vendor relationships. There is a need for common goals, but our objectives often conflict. - Global IT

Demographic Boundaries Diversity Divides Diversity Bonds Generation Gaps X-Generational Learning Glass Ceilings Transparency We are incorporating more and more diversity into our organization from a very monolithic culture. It brings enormous advantages but also management challenges. - Pharmaceuticals

Geographic Boundaries Cross-Regional Competition Cross-Regional Collaboration Local Mindsets Global Mindsets We must learn to collaborate not only across our region, but with organizations from around the globe. - Telecom Company

How important is it for you to collaborate effectively across boundaries…and how effective are you?

The borderless company will remove all the barriers among the functions... knock down external walls…eliminate the walls of race and gender. -Jack Welch, Jack – Straight from the Gut And None other than Jack Welch saying…(READ SLIDE). © 2007 Center for Creative Leadership

Dorchester Collection

Boundary Spanning Practices REFLECTING MOBILIZING TRANSFORMING BUFFERING CONNECTING WEAVING

Boundary Spanning for Transformation Increased organizational agility Robust cross-organizational innovation Achievement of bottom-line results Engaged and empowered workplace at all levels Diverse, inclusive organization that brings out the best Enduring external partnerships and alliances Flexible, cross-functional learning capabilities New capabilities for deeper, more open relationships with customers Well integrated merged and acquired organizations Higher performing virtual teams Increased global mindsets and cross-regional collaboration Improved capacity to create shared direction, alignment, and commitment

Boundary Spanning Leadership Leadership often stops where borders start. In today’s business environment, the opposite response is required