1. Leadership Strategies for Organisational Transformation
Corporate Research Forum - October 2010

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

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

4. 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)

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

6. 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).

7. 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

8. 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

9. 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

10. 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

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

12. 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

13. Dorchester Collection

14. Boundary Spanning Practices
REFLECTING
MOBILIZING
TRANSFORMING
BUFFERING
CONNECTING
WEAVING

15. 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

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