Professional Documents
Culture Documents
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DEVELOPING
AN
ENTERPRISE
LEADERSHIP
MINDSET
by Douglas A. Ready Project Lead, M. Ellen Peebles, and Chantal Olson
INTRODUCTION
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In April of 2004, ICEDR Founder and MIT Senior Lecturer Doug Ready wrote an article for
MIT Sloan Management Review, Leading at the Enterprise Level, which introduced the concept
of leaders who are able to juggle the often conflicting needs and priorities of unit or division
vs. the whole. They are accountable for the economic and social welfare of the enterprise,
across businesses, functions, and locations. This involves tricky tradeoffs, as they are still
accountable for delivering their own numbers and may need to make some sacrifices for
the benefit of the enterprise as a whole. Enterprise leader isnt a job title but rather
a mindset.
But ten years after Doug Readys article was written, companies still have trouble developing
leaders who are able to systematically think across silos. In our search of the literature and
conversations with company executives, we have found broad acceptance of the concept
but no advice on how to get there. Why is it so hard? We dont blame the leaders themselves,
though it requires courage, training, and practice. We think the larger culprit is embedded
organizational dynamics.
Therefore, ICEDR embarked on a research project to uncover this rare breed of leader
and study how companies develop them and put into place the organizational policies
and practices that support these new behaviors.
DEVELOPING
AN
ENTERPRISE
LEADERSHIP
MINDSET
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ANAT GABRIEL
General Manager,
Unilever Israel
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THE
ENTERPRISE
LEADERS
ROLE
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LEONARD LANE
Managing
Director of the
Fung Academy
and Advisor to
the Chairman,
Li & Fung
SUSAN
SILBERMANN
President and
General Manager,
Pfizer Vaccines
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PAUL RAFFIN
Footwear
Division, Global
Brands Group,
Li & Fung
and
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BROKERS
Translating purpose into meaning
Building a distributed leadership capability across the enterprise
Facilitating cross-border know-how
Reconciling paradoxes when problems seem unresolvable
Brokering talent across the enterprise
MICHAEL
GLADSTONE
Regional President
North America,
Country Manager
for Innovative
Products, Pfizer
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THE
ENTERPRISE
LEADERS
MINDSET
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The Enablers
and the Senses
The enterprise leaders we talked
to told us that a series of learning
opportunities served as enablers
for them to develop what we refer
to as the six senses of the enterprise
leaders mindset.
that led to
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SENSES
a heightened sense of place
a broader sense of context
a sharper sense of perspective
a powerful sense of community
a deeper sense of personal purpose
a more resilient sense of self
a
En
ble
En
a
rs
DEEPER
SENSE OF
CU
CU
LT
IVA
TI
O
purpose
U
LT
HEIGHTENED
SENSE OF
place
ION
>
MORE
RESILIENT
SENSE OF
>
ORPT
gra
inte tion
>>
>
ABS
>
community
RE
>>
POWERFUL
SENSE OF
>>
ENABLERS N
ET W
ORK
b le
rs
self
s
ES
context
ER
IE
perspective
NC
>>
Ena
bler
place
A HEIGHTENED SENSE OF
Enablers
CRO
OB
SER
VAT
ION
S S-
BO
Y
AR
ND
EX
,M
NG
HI
AC
CO
BROADER
SENSE OF
SHARPENED
SENSE OF
EN
TO
RIN
G&
>>
lers
Enab
int
egration
IAN READ
Chairman
and CEO,
Pfizer
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Executive
Director for SubSaharan Africa,
Li & Fung
WILLIAM FUNG
Chairman,
Li & Fung
Executive
Director, KS
Sourcing Stream,
Li & Fung
Chairman and
CEO, Unilever
Philippines
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CEO, Unilever
Regional Head
of Innovative
Products for
Europe, Pfizer
Managing
Director,
Unilever Nigeria
Head of
Leadership
Development
Programmes,
Unilever
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Senior Vice
President, Chief
Talent Officer,
Pfizer
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purpose
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CEO Russia,
Ukraine and
Belarus, Unilever
BILL CARAPEZZI
Senior Vice
President,
Finance and
Global Operations,
Pfizer
DOUG BAILLIE
Chief Human
Resources Officer,
Unilever
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ACTION
STEPS
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ABOUT
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The Research
In early 2014, we launched an intensive
research project aimed at gaining a better
understanding of what enterprise leaders
do, and how they learned to do it. To
that end, we created a survey about the
demand for enterprise leaders and what
companies are doing to develop this skill
set, which we sent to senior executives
around the globe. Their responses
confirmed our hunch about the
demand for enterprise leaders.
77%
>55%
>70%
admit to spending less
Obstacles
They see several obstacles
or budget on developing
enterprise leaders.
Paths
enterprise leaders:
1. On-the-job experience
2. Networking
3. Coaching
and
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ALSO AS BROKERS
Create shared meaning among units and groups
Combine that enthusiasm with a sense of responsibility
for the success of the entire enterprise
Turn unit know-how into an integrated organizational capability
Meld those statements into an authentic enterprise culture
Broker talent across units and geographies to build
organizational agility
ABOUT
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President, ICEDR
Senior Lecturer
in Organizational
Effectiveness,
MIT Sloan School
of Management
Freelance Writer,
and Senior Fellow,
ICEDR
M. ELLEN PEEBLES
CHANTAL A. OLSON
Director
of Operations
and Strategic
Planning,
ICEDR
ACKNOWLEDGEMENTS
Acknowledgements
This project would not have been
possible without the dedication and
support of many talented individuals.
Jonathan Donner, Head of Leadership
Development Programmes of Unilever
provided superb insight to his organization
and gave us access to some of Unilevers
exceptional enterprise leaders: Paul Polman,
Chief Executive Officer; Doug Baillie,
Chief Human Resources Officer; Anat
Gabriel, General Manager, Unilever
Israel; Yaw Nsarkoh, Managing Director,
Unilever Nigeria; Rohit Jawa, Chairman
and CEO, Unilever Philippines; and
Laurent Kleitman, CEO Russia, Ukraine
and Belarus.
Leonard Lane, Managing Director
of the Fung Academy and advisor
to the Chairman at Li & Fung was
instrumental in helping us understand
the transformation of Li & Fung and
also introduced us to some of Li & Fungs
exceptional enterprise leaders: William
Fung, Group Chairman; Paul Raffin,
President of the Footwear Division,
Li & Fungs Global Brands Group;
Deepika Rana, Executive Director,
Sub-continent & Sub Sahara Africa;
and Carmen Chau, Executive Director,
KS Sourcing Stream.
Furthermore, Tanya Clemons, Senior
Vice President, Chief Talent Officer
at Pfizer, worked tirelessly to allow us
to interview a very impressive team of
leaders at her organization: Ian Read,
Chairman of the Board and Chief
Executive Officer; Rod MacKenzie,
Group Senior Vice President and Head
of Pfizer PharmaTherapeutics Research
LBG
Lloyds Banking Group
McDonalds Corporation
National Australia Bank
Newmont
Owens Corning
Pearson
Pfizer
PricewaterhouseCoopers
RBC
Roche
Royal Bank of Scotland
Shell
Standard Chartered Bank
Svitzer
UBS
Westpac Banking Corporation
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INTRODUCTION