Over the past couple of decades, companies have focused on building strong leaders of business units and influential head function - men and women, the responsibility for achieving results in one corner of the organization. But they do not pay as much attention to the more important goals are to develop leaders who see the company as a whole and to act for his benefit. And this point of view, it becomes all the more necessary, as companies seek to provide not only products but broad-based solutions to clients. The author examines three key issues that companies must answer to link leadership development strategy: What are the key elements of the head of the enterprise? Why learn to lead at the enterprise level such a daunting task? And what companies can do to identify and develop business leaders? He illustrates his point with examples from PricewaterhouseCoopers, Canada, RBC Financial Group, IBM and others. "Hide
by Douglas A. Ready Source: MIT Sloan Management Review 7 pages. Publication Date: April 1, 2004. Prod. #: SMR141-PDF-ENG
Related Case Solutions & Analyses:
Prudential UK: Rebuilding a Mighty Business
Experimental Roots of Revolutionary Vision
Social Alliances: CompanyNonprofit Collaboration
Making China Beautiful: Shiseido and the China Market
Looking Before You Leap: Assessing the Jump to Teams in Knowledge-based Work
Case of MDCM Inc.
Growing Managers: Moving from Team Member to Team Leader
Crisis at the Mill: Cash Flow Forecasting Exercise
Collaborating with Activists: How Starbucks Works with NGOs
Asahi’s Single-Brand Strategy
