Andrew White, Giving: from Funding to Empowering


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Andrew White, Giving: from Funding to Empowering at the GCF2012

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Andrew White, Giving: from Funding to Empowering

  1. 1. Dr Andrew White Associate Dean For Executive Education Saïd Business School University of Oxford GCF 2012 “ The Entrepreneurship Imperative” 21-24 January 2012
  2. 2. Intrapreneurship: The Leadership Challenge
  3. 3. <ul><li>Agenda </li></ul><ul><li>Intrapreneurship: The Leadership Challenge </li></ul><ul><li>Discontinuous Change: A Strategic Threat and Opportunity </li></ul><ul><li>Level 5 Leadership </li></ul><ul><li>Case study 1: Ajax </li></ul><ul><li>Case study 2: Prophet Mohammed (PBUH) </li></ul><ul><li>Summary </li></ul>
  4. 4. <ul><li>Leaders in the 21st Century are being challenged on an almost daily basis. </li></ul><ul><li>They are faced with:  </li></ul><ul><ul><li>ensuring sustainable performance for companies, countries and regions through innovative business models, products and services </li></ul></ul><ul><ul><li>addressing political and social change in countries as diverse as the USA and China </li></ul></ul><ul><ul><li>and handing over our resources to the next generation in a better state than we have found them. </li></ul></ul><ul><li>As much as leaders would desire it, there is less and less certainty in the structures they have relied upon for their historical success. </li></ul><ul><li>Globalization, economic discontinuities, competitors who come from unexpected places all require a new type of leader that we are only just beginning to be able to recognize. </li></ul><ul><li>Ambiguity, systemic complexity and a deep impatience with the status quo are at the heart of these challenges. </li></ul>‘ Intrapreneurship [can be] defined by referring to emergent behavioral intentions and behaviors that are related to departures from the customary ways of doing business in existing organizations.’ Antoncic and Hisrich (2003) Intrapreneurship: The Leadership Challenge
  5. 5. Discontinuous Change: A Strategic Threat and Opportunity
  6. 6. Level 5 Leadership: Fierce Resolve and Humility <ul><li>Out of 1,435 Fortune 500 companies studied, only 11 achieved sustained greatness: gaining stock returns at least three times the market for 15 years after a major transition period. </li></ul><ul><ul><li>Q: What did they have in common? </li></ul></ul><ul><ul><li>A: Each had a Level 5 leader at the helm. </li></ul></ul><ul><li>Level 5 leaders bring together the paradoxical combination of deep personal humility with intense professional will . </li></ul>Collins , J (2001)
  7. 7. Level 5 Leadership and Corporate Performance Collins , J (2001)
  8. 8. <ul><li>‘ Level 5 leaders subjugate their own needs to the greater ambition of something larger and more lasting than themselves. For those people, work will always be more than what they get — the fame, fortune, power, adulation, and so on. Work will be about what they build, create, and contribute’. </li></ul>Level 5 Leaders Personal Humility and Professional Will Collins , J (2001)
  9. 9. The Story of Ajax
  10. 10. Prophet Mohammed (PBUH) and the Quraish
  11. 11. Level 5 Leadership: Fierce Resolve and Humility <ul><li>A leaders ‘shadow’ is the repressed and unacknowledged part of their ego which causes dysfunctional behavior if not acknowledged. </li></ul><ul><li>A leaders ‘shadow’ can make it too difficult to: </li></ul><ul><ul><li>Say ‘I don’t know’ </li></ul></ul><ul><ul><li>Move beyond conflict </li></ul></ul><ul><ul><li>See beyond personal and organizational boundaries </li></ul></ul><ul><ul><li>Speak truth that will risk them being unpopular </li></ul></ul><ul><ul><li>See beyond their ‘solutions’ to customers ‘needs’ </li></ul></ul><ul><li>Ultimately failing to articulate a vision and strategy that describes what their organization's contribution is to society – why they exist. </li></ul><ul><li>A contribution which must include, and go beyond, a financial return. </li></ul><ul><li>Leaders who have the courage and political skill to challenge and change unsustainable strategies and practices that people are deeply attached to and believe in. </li></ul><ul><li>In summary, those we will willingly and reluctantly follow into the future </li></ul><ul><li>And who have ‘subjugated their ego to something greater than themselves’ through high levels of self awareness. </li></ul>
  12. 12. and finally…. “ Between stimulus and response, there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.” Viktor Frankl ( Man's Search for Meaning ) 1946 “ You cannot step twice into the same stream. For as you are stepping in, other waters are ever flowing on to you.” Heraclitus 535 BC – 475 BC