Leadership, Innovation and Organisational Performance? Andrew Andrew Μ. Μ. Pettigrew, OBE, FBA, PhD Pettigrew, OBE, FBA, PhD Professor of Strategy and Organisation Professor of Strategy and Organisation Sa Sa ïd Business School ïd Business School University of Oxford University of Oxford [email protected][email protected]Presentation to Stavanger Innovation Summit Presentation to Stavanger Innovation Summit 15 15 th th June 2009 June 2009
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Leadership, Innovation and Organisational Performance?
Leadership, Innovation and Organisational Performance?. Andrew Μ. Pettigrew, OBE, FBA, PhD Professor of Strategy and Organisation Sa ïd Business School University of Oxford [email protected] Presentation to Stavanger Innovation Summit 15 th June 2009. Our journey…. - PowerPoint PPT Presentation
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Leadership, Innovation and Organisational Performance?
Andrew Andrew Μ. Μ. Pettigrew, OBE, FBA, PhDPettigrew, OBE, FBA, PhD
Professor of Strategy and OrganisationProfessor of Strategy and Organisation
H O R TO NH O R TO N S I M O NS I M O N B R O W N EB R O W N E
Leading and Complementary Leading and Complementary InnovationsInnovations
Key Messages::
• For LeadersFor Leaders
• For Leading ChangeFor Leading Change
Key Messages (1)Key Messages (1)
1.1. Leader Qualities of Holistic Thinking Leader Qualities of Holistic Thinking andand Holistic Action Holistic Action
2.2. Beware of Attempts to Improve Performance throughBeware of Attempts to Improve Performance through
Singular ChangesSingular Changes
3.3. Building the Complementary ChangesBuilding the Complementary Changes
The Integrated Systems of Mutually Reinforcing ElementsThe Integrated Systems of Mutually Reinforcing Elements
4.4. This Approach Points to the Importance of:This Approach Points to the Importance of:
Strong, Aware and Engaged Central DirectionStrong, Aware and Engaged Central Direction Bottom Up Approaches are Handicapped in DeliveringBottom Up Approaches are Handicapped in Delivering Complementary ChangeComplementary Change
Key Messages (2)Key Messages (2)
5.5. Be Prepared for the Dangers of Transitions and the Perils Be Prepared for the Dangers of Transitions and the Perils of the 'J' Curve of the 'J' Curve
Performance
Extent of Change
Things May Get Worse Before They Get Better
Need For Strong Leaders To Survive Transition Processes
Key Messages (3)Key Messages (3)6.6. Partial Changes may be Politically and Emotionally Easier Partial Changes may be Politically and Emotionally Easier
to Contemplate, but Encourage Long Term Declinesto Contemplate, but Encourage Long Term Declines
7.7. Beware of Complementary Traps: Sticking With the Old Beware of Complementary Traps: Sticking With the Old
System that WorksSystem that Works
8.8. Learning is Crucial, But it is Also a Challenge Learning is Crucial, But it is Also a Challenge
Complements May Be:Complements May Be:
9.9. Building the Complements and the Capabilities that Underpin Building the Complements and the Capabilities that Underpin
them Takes Time and Couragethem Takes Time and Courage
• Hard to Understand• Hard to Implement• Hard to Imitate
Key Messages (4)Key Messages (4)
10.10. Building Complements Requires CustomizationBuilding Complements Requires Customization
11.11. The Virtual Cycle of Complementary Change Needs to The Virtual Cycle of Complementary Change Needs to
Stay In MotionStay In Motion
Leading Change is a Continuous ProcessLeading Change is a Continuous Process
12.12. The Crucial Importance of: The Crucial Importance of: Duration of Leader in Post
Careful Management of Leader Succession
Leading Continuity and Change
The Importance of Inter-Generational Leader Effects