Managers wanting to own their resources lack of

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Unformatted text preview: ISTROYERS OF LEADERSHIP UNITY • Management mediocrity and competence gaps • Management divergence • Heady charm of fame and power • Expert management • Emotional apathy © Yves Doz and Mikko Kosonen, 2006 Consequence - Caused by tight focus on core business trajectory - Caused by tight focus on incremental improvements and consistency - Caused by performance pressures and familiarity to core business - Caused by over-reliance on own experience & implicit assumptions Highly - Core business managers wanting to own their resources, lack of transparency - Caused by naturally increasing subunit advocacy and decreasing need for collective decisions - Declining intensity of dialogue, stalemates, and polictics - Caused by the inflated egos and hubris of the key leaders - Caused by action orientation and perceived time pressure - Caused by future opportunities looking less thrilling than past 1 Relevant - Considering everything outside the core as non-relevant - Internal short term orientation - Caused by continuous resource constraints and growing doubts about corporate-level resource allocation - Caused by increasingly tight fit between activities - Caused by product compatibility needs and customer partner commitments - Caused by hasty recruitment and insufficient people development Not 234567 - Framing everything in the light of core business; committing resources through core businesses - Reluctance to open collaboration and experimentation - Highly differentiated & specialized activity systems - Decreased strategic freedom - Forgiven & hidden shortcomings, partly wrong competence profile - “Action Hero Syndrom”, implicit pecking order, risk aversion or overly bold commitments - Decisions elevating to the top team where they are done quickly based on individual expertise - “Tired Hero Syndrom” © Yves Doz and Mikko Kosonen, Fast Strategy, Wharton School Publishing, 2007...
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