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In- depth AnalysisA trip back to everything we have learnt...
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Higher Ambition Leader
• Ability to build strong corporate cultureCulture
• Strong analytical ability• Far-sightedStrategy
• Active engagement with all levels• Attention to feedbackCommunication
• Ability to nurture mutual trust and cohesiveness within the teamGroups and teams
• SimplificationOrganizational structure
• Ability to motivate people by self-actualizationMotivation
Higher Ambition Leader’s abilities and qualities:
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Strong Weak
Characteristics of strong culture:• A community of shared purpose• Leader’s values deeply and widely held
Benefits of strong culture:• Strong staff commitment• Higher working incentive• Distinctive company image
• Ability to build strong corporate cultureCulture
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Culture
“The value of some companies is just to make money and you cannot talk about broader issues there because you would come across as odd.” Anders Dahlvig
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Strategy
• Assess company and industrial situation• Set long-term and sustainable strategies• Strategic identity
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“... spend more time in the boardroom looking at long-term issues and build a sustainable business with a good reputation. We would do a better job for shareholders if we were concentrating more on the long term."
Anders Dahlvig
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Communication• Different communication networks:
Chain Wheel Organic
• Direct and efficient Reduction of noise
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“We encourage people to move around and interact, walls segregate people and keep them apart.”
Nick O’Donnell
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Groups and Teams
• Build productive relationships among employees
• Unified Commitment• Mutual trust and respect• Improve employees collaborative skills
and cohesiveness• Allow higher degree of autonomy
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“... People must feel comfortable working directly with others, outside traditional lines of command, so that decisions don't continually get bumped up the hierarchy. They need to be able to appreciate different points of view, working styles, and national cultures, and to build relationships within a company that are strong enough to transcend those differences.”
Peter Sands, CEO of Standard Chartered Bank
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Organizational Structure
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“Now let’s concentrate on the problem instead of chasing internal organigrams and tree diagrams. By keeping it (organizational structure) simple, ensuring that the shared objective to be achieved.”
Leif Johansson, CEO of Volvo
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Motivation
• Hierarchy of Needs (Maslow)
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“IKEA pays in the mid-range of salaries because we want people to come to IKEA for other reasons than money. You want a decent salary but beyond a certain level it does not matter any more.
Anders Dahlvig, former CEO of IKEA
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Food for thoughtHmmmm.....
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SUCCESSFUL LEADER =
HIGH AMBITION LEADER?
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High
ambitio
n leaderSuccessful leader
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Short term economic success
Successful leader
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High Ambition Leader
Value align with
community
Long term vision to
build C.A.
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Case Example: Ikea India Case
• fast-growing country of around 1.2 billion people
• but 51% restriction on foreign direct investment in 2010
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Case Example: India Case
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Case Example: India Case
• Indian Commerce Ministry announced it will approve foreign companies that sell products under a single-brand name in Janurary,2012
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Case Example: India Case
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Case Example: India Case
Consider from organization sources of advantage, which
is to keep ownership.
Aim for very long term return, which fit company’s
goal for “creating better everyday life for many”
Take time to develop reliable supply chains inside
India.Instead, focus on Russia
and China market.
Consider social value with expansion in India.
High ambitious leader
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DOES HIGHER AMBITION LEADER
APPLY IN EVERY COMPANY?
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Why can’t HAL apply in every company
Company’s business and
product
Negative Impact on
society Some company’s products and business make it a destiny that a high ambitious leader can never apply.
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WHY ARE THERE SO FEW OF THESE
HIGHER AMBITION LEADERS?
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Captured by a thinking that business starts and ends with economic
values
Defined business as shareholders’ value
More information and open in financial and capital market
Focus primarily on short-term quarterly earnings, with very little emphasis on
any other goals.