DescriptionIn today's world of business where organizational boundaries are blurry, intense competition dictates rapid change, and complex issues and relationships cut across departments, business units, and even companies, the old hierarchical command-and-control management approach is no longer sufficient. Distributed leadership approaches are necessary and no one individual can do it all.
In fact, an enterprise is more than just the traditional organization. Value today is often created not just within a company, but also across a network of companies. Being able to connect the various components and to work collaboratively within the network is essential to maintaining competitive advantage. Leaders today must be capable of identifying potential partners, initiating and maintaining relationships, resolving conflicts, and reconfiguring their relationships. Cross-Enterprise Leadership is a new model for success in today's world of complexity and ambiguity. Leaders who adopt this approach will be more comfortable dealing with ambiguity, uncertainty, complexity and time pressures, and with creating value through networks of relationships.
Small, domestic, entrepreneurial companies are, by their very nature, cross-enterprise focused. Entrepreneurs will tell you that they live in a world of uncertainty and ambiguity and that they constantly need to adjust on the fly. Equally, large multi-national companies like Wal-Mart, Nestle, or Coca-Cola are inherently complex and issues and relationships cut across functions, levels, geographies, and companies.
Cross-Enterprise Leadership goes beyond a functional perspective to understanding the complexity of business issues from all angles and how they can be integrated, how leaders can rely almost entirely on influence when they may be operating without power or authority, and how they can develop the capacity to make decisions and implement them in an environment filled with uncertainty and complexity.Most managers operate like the traditional orchestra-waiting to do their written part. But there is no tidy score for business today. CEL enables today's leaders to be more like a jazz band, improvising and building off of one another, creating music in real time and in relationship to one another.
Foreword: The Urgent Need for Cross-Enterprise Leadership (Dean Carol Stephenson, Richard Ivey School of Business).
Chapter 1: A New Approach for the 21st Century (Mary Crossan and Fernando Olivera).
Chapter 2: What Cross-Enterprise Leaders DO! (Jeffrey Gandz).
Chapter 3: The Cross-Enterprise Leader (Mary Crossan, Jeffrey Gandz and Gerard Seijts).
Chapter 4: Cross-Enterprise Leadership in Practice: An Interview with Turnaround Expert William Aziz (Gerard Seijts and Mary Crossan with Bill Aziz).
Chapter 5: Driving Growth through Entrepreneurship and Innovation (Simon C. Parker).
Chapter 6: Developing the Cross-Enterprise Leader (Mary Crossan, Jim Hatch and Gerard Seijts with Ashleigh Nimigan).
Chapter 7: Engaging the Chinese Market (Paul W. Beamish).
Chapter 8: Greed Is Never Good: Cross-Enterprise Leadership and the Social Responsibilities of Business (Jeffrey Gandz).
Chapter 9: Building Sustainable Value through Cross-Enterprise Leadership (Tima Bansal and Michael Wood).
Chapter 10: Leadership on Trial (Jeffrey Gandz, Mary Crossan, Gerard Seijts, Stephen Sapp and Mark Vandenbosch).
Conclusion: Cross-Enterprise Leadership: The Way Forward (Mary Crossan).