~Index~

A business schools, 61–62 academia, 108 changes in approach, 59 advocacy organizations, 164 character, role of, 53–55 agent theory, 213n complexity, 59 Agnew Footwear, 55, 56–57 core skills of turnaround AIG, 159, 200, 212, 221, 222 expert, 51–52 Aitkenhead, D., 182n cost-cutting, 56–57 alliances, 4, 80 cross-enterprise leader, American Psychologist, 181 becoming, 51 Ames, R.E., 180n cross-enterprise leadership amnesty period, 56 perspective, 50 analytical models,COPYRIGHTED 179 engagement MATERIAL with people, Apple, 5, 7, 8 55–56 ArcelorMittal Dofasco, 58 financial crisis, effect of, 48–49 Aristotle, 225–226, 225n growth as a leader, 59 The Ascent of Money (Ferguson), 228 interview with, 45–63, 238–239 Asian Management Institute, 75 key points of conversation asset-backed commercial paper, 62 with, 46–47 Aziz, William leadership lessons, 57–58 background, 45–46 motivation to be turnaround

9780470679401.indb 247 18/08/10 11:17 AM 248 Index

expert, 48 business education, and economics, objective of turnaround expert, 178–182 47 business intelligence (BI), 28–30, on people intelligence, 35 133–134 personal leadership brand, business schools, 61–62 62–63 Business Week, 33 recent lessons learned, 53 Seven Deadly Sins, 60–61 C strengths as turnaround Campbell Canada, 97, 98, 99–100, expert, 53 117 uncertainty, dealing with, 58 Canada Bread, 46 Canada Research Chair in B International Business, 75 Bachmann, Colleen, 89 Canadian , 201n, 206 Bachmann, Darrell, 89 Canadian dollar, 206–207 Bangladesh, 129 Canadian Surgical Technologies and of Scotland, 200 Advanced Robotics, 101 bankers, 162, 163, 198 capacity, 23–25 banking system, 205–206 capital expenditure analysis, 144– Bapuji, Hari, 130–131, 137n, 149 145 Barings Bank, 29 Capital Markets Group, 62 BAX China, 148 capitalism, 158–159, 161 Beamish, Paul W., 75–80, 137n, Carrefour, 151–152 139n, 143, 144, 147, 148, 149, Carter, J.R., 181n 151–152, 153–154 case learning, 118 Bear Sterns, 200, 220, 222 case method, 95, 102–104, 111, Beer, Lawrence, 145 114–119 Begley, Thomas, 151 Cayne, Jimmy, 220 Beijing Toronto International CBC, 89 Hospital, 145 Centre for Building Sustainable Belgium, 42 Value, 187 Benelux countries, 161 Changchun, China, 144–145 Berlin Wall, 18 change management, 53 Bernanke, Ben, 202, 204n character, 225–226 big picture, 71, 184–185 charismatic leader, 34 Bill 198, 49 Charlie Rose, 167 Black Hawk helicopters, 213n, 244 China Everbright, 143 blocked mobility theory, 90 China Kelon Group, 153–154 blogs, 164 China market Bloomberg.com, 228 business issues, 130–131 board of directors, 222–224 case studies. See China market “born global” organizations, 134 case studies Bourgeois, Rod, 207n cross-enterprise leadership, Bradsher, K., 181n 130–131 Branzei, Oana, 80–84 cross-enterprise leadership Brazil, 129, 202 capabilities, 132–137 bribery, 142 emergence of, 18 Brown, Gordon, 203 general management, 125–129 buffering, 82 guanxi, 135 Buffett, Warren, 167–168 human resources, 126–127

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legal issues, 128–129 cost-cutting, 23, 56–57 managerial perceptions of lowering costs, 73 concerns, 124–131 Cotte, June, 150 marketing, 127–128 country of origin issues, 128 motivations for focus on, courage, 40, 237 121–122 creativity, 39, 81 operations, 125 credit default swaps, 205–206, 211 product safety, 130–131 credit market collapse, 198 recession, 202 cross-enterprise leaders strategy, development of, see also cross-enterprise 240–241 leadership toy recalls, 131, 135–136, 137, becoming, 51 149 core competencies, 25 China market case studies discordant information, engaging Chinese competitors, sensitivity to, 22–23 152–155 and entrepreneurship, 89, entering China, 142–146 92–93 operating in China, 146–152 environment, analysis of, China Minmetals Corporation, 155 17–19 Chrysler, 200, 203 essential character elements, Cimolino, Antoni, 31, 101 39–41, 236–238 Citi, 200 execution of strategies, 19–21 Clark, David, 99, 117 formulation of winning climate change, 182, 187–188 strategies, 19 Coase, R., 213n functions of, 15–26 Coca-Cola, 4, 33, 153 general intellect, 36–37 collateralized debt obligations generally, 27 (CDOs), 215 growing and developing, 41–44 Collins, Jim, 34 intelligence, types of, 28–36 Committee on Oversight and monitoring results, 21–23 Government Reform, 216 organizational capabilities, commodity-focused companies, 23 23–25 compassion, 40, 237 organizational capacity, 23–25 compensation, 219–221 organizational culture, 23–25 competencies, 225–226 role of, 16, 16f competitive advantage, 71 and social responsibility, 169– complacency, 245 170 complex cases, 109–110 strategic adjustments, 21–23 complexity, 59 cross-enterprise leadership comprehensive cases, 103 see also cross-enterprise conclusion, 234–246 leaders; leadership confidence, 118 big picture, 184–185 core competencies, 25 and case method, 102–104 corporate social responsibility (CSR) characteristics, 89, 236–238 movement, 163–168 China market, 130–131 see also social responsibility conclusion, 234–246 corrupt practices, 129 distributed, empowering and Corruption Perceptions Index (CPI), dynamic leadership, 186– 129 187 costs dynamic complexity, 6–7, 185

9780470679401.indb 249 18/08/10 11:17 AM 250 Index

effective cross-enterprise Crum, Geoff, 144–145 leadership, 39–41 Cummins, 147 elements of, 2–3 curiosity, 39 enterprise, 4–6 customer relations, 71–75 firm success, broadening view of, 183–184 D vs. general management, 3t, Dai, Nancy, 153 124–131, 132t Dalai Lama, 41 generally, 1–2 Dawar, Niraj, 71–75, 140, 153 holistic approach, 1 DBRS, 217 issues, focus on, 9–11, 104 Delios, Andrew, 139, 139n new context, 7–9 Dell, 22, 73, 74 in practice, 45–63 Dell, Michael, 22 redefining general derivatives, 205–206, 211, 223 management, 12–13 design flaws, 136–137 relevance of, 9 development of cross-enterprise as revolutionary departure, leaders, 41–44 65–66 Dhanaraj, Charles, 147 and sustainable value, 183– Dietz, Joerg, 142 187, 191–193 Dimon, Jamie, 162 think-act-lead, 11–13 directorial delinquency, 222–224 turnaround experts and, 50 discordant information, sensitivity cross-enterprise leadership to, 22–23 capability (CELC), 37–41, distributed leadership, 8–9 132–137 diversity, 178, 192 Cross-Enterprise Leadership dot.com stocks, 163 courses, 105–106 Dow Jones Industrial Average, 228n cross-enterprise leadership teaching Dragon’s Den (CBC), 89 case method, 102–104, 111, Driving Growth Through 114–119 Entrepreneurship & Innovation in the classroom, 99–102 (DGEI) Research Centre, 65 complex cases, 109–110 Duke, Mike, 183 comprehensive cases, 103 dumping, 129 course materials, development dynamic complexity, 6–7, 185 of, 109 Cross-Enterprise Leadership E courses, 105–106 E-Charger, 150 engagement, facilitation of, 110 Eckert, Bob, 149 functional courses, 102 economic crisis, 158 issue-driven cases, 103 economic recovery initiatives, 60n meaning of, 96–99 economics, 178–182 multiple faculty in classes, Einstein, Albert, 32 110–114 emerging market to emerging tactical skills, 104–105 market (EM2EM), 139, 140 team teaching, 110–114 emerging markets, 121, 123t, 129 vs. traditional approach, 105– see also China market 110 Emerson, Ralph Waldo, 71–72 Crossan, Mary, 1–13, 27–44, 45–63, employment costs, 23 60n, 84–89, 95–121, 195–231, employment issues, 207 233–246 Engaging Emerging Markets

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Research Centre, 75, 125, 138– F 140, 141 Facebook, 190 Enron, 49, 60, 224 Ferguson, Niall, 228 enterprise, 4–6, 17–19, 71 financial crisis, 18, 157, 158, 204– entrepreneurship 208 blocked mobility theory, 90 Financial Services Authority (UK), conclusion, 92–93 227 as cross-enterprise in practice, financial services industry, 206 66 Financial Services Modernization and cross-enterprise leaders, Act, 198n 89 Financial Times, 5 customer relations, value in, Fitzgerald, Alison, 228n 71–75 flexibility, 89, 105 foreign markets, 75–80 Flextronics, 4 habitual entrepreneurs (HEs), Fong, Anthony, 154 67, 70 Ford, 203 international entrepreneurship, foreign direct investment (FDI), 76, 76–80 77, 78 learning advantages of foreign markets, 75–80 newness, 79 Fortune Global 500, 133 liabilities of foreignness, 77 Foust, Dean, 33n liabilities of newness, 79 fragmentation, 181–182 past experience, and future France, 161 success, 66–71 Frank, R.H., 180n R&D networks, 80–84 Friedman, Milton, 167, 167n, 179, self-selection theory, 90, 91–92 179n small firms, 89–92 Friedman, Thomas, 10 strategic leadership, and Friendly Fire (Snook), 244 innovation, 84–89 Fuld, Dick, 220 transmission theory, 90 functional areas of business, 105 environment, analysis of, 17–19 functional courses, 102 environmental stewardship, 173 functions, 9 envy, 61 Future Cola, 153 Ernst & Young, 46 future success, 66–71 Erskine, Jim, 63 EsSAR Steel Algoma Inc., 58 G ethanol, 185 Gandz, Jeffrey, 15–26, 27–44, 60n, ethical worldview, 40 157–172, 195–231 ethnocentrism, 133 Gap Inc., 184 Europe, 161 Gates, Bill, 167 European Union, 203 GE. See General Electric Everatt, Donna, 146–147, 148 Gekko, Gordon, 166–167, 180 execution of strategies, 19–21 General Electric, 23, 29, 34, 104, 168 executive, 28n general intellect, 36–37 executive compensation, 219–221 general management Executive Intelligence: What All approach, generally, 9–10 Great Leaders Have (Menkes), 28n China market, 125–129 exporting, 76, 77, 78 vs. cross-enterprise leadership, external relationships, 83 3t, 124–131, 132t management, emphasis on, 7

9780470679401.indb 251 18/08/10 11:17 AM 252 Index

next generation of, 2 I redefining, 1–2, 12–13 IBM, 29 General Motors, 200, 203, 217 Icelandic banks, 206 , 161 import quotas, 129 Gerstner, Lou, 29 improvisation, 6–7 Gilovich, T.D., 180n India, 18, 133, 202 Gladwell, M., 214n Indonesia, 146 GlaxoSmithKline, 5 Industrial Revolution, 163 globalization, 85 industry practices, 31 gluttony, 60 innovation , 159, 204n, 217 and CEO characteristics, Gome Ltd., 154 86–87 government intervention, 159 and competition, 73 Gray, John, 146 empirical literature on, 86, 88 , 160, 204n and globalization, 85 Great Wall Golf & Country Club, and incrementalism, 85 148 R&D networks, 80–84 greed, 60, 158 and strategic leadership, 84–89 green technology, 166, 181 understanding innovation, 10 greenhouse gas, 187 integration, 10 GreenMonk, 164 integrity, 40, 237 Greenspan, Allan, 204 Intel, 164 Grier, David, 226n intellectual property protection, groupthink, 216–217 128–129 growth. See entrepreneurship intelligence guanxi, 135 business intelligence, 28–30, 133–134 H for cross-enterprise leadership, habitual entrepreneurs (HEs), 67, 70 28 Haji-Ioannou, Stelios, 67, 70 general intellect, 36–37 Hambrick, D.C., 215n learning the types of Hardy, Kenneth G., 145 intelligences, 141 Harlem Duet, 31 organizational intelligence, Harlequin, 32, 115 33–34, 134–135 Harper, Christine, 228n people intelligence, 33, 34–36, Harper, Stephen, 203 135 Harvard Business School, 85, 95 strategic intelligence, 30–33, Hatch, Jim, 95–121 133 Haywood-Farmer, John S., 150 use of term, 28n Heineken, 164 Interlink Freight Systems, 35, 54 High Reliability Organizations, international entrepreneurship, 68–70 76–80 Hiller, N.J., 215n interpersonal skills, 52 Hilti Corp., 74 Intrawest, 60 Hodgson, Richard (Dick), 17n, 31 invisible hand, 179 holistic approach, 1, 80, 97 Irons, M.D., 181n Hollinger, Inc., 46 irrational exuberance, 199, 204, honesty, 54 204n housing bubble, 198 ISO standards, 163 hubris, 215 issue-driven cases, 103

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issues, 9–11, 104 competencies and character, Ivester, Douglas, 33 225–226 Ivey School of Business. See Richard conclusion, 226–231 Ivey School of Business directorial delinquency, 222– 224 J executive compensation, 219– Jack, Andrew, 5 221 Janis, Irving, 216, 216n generally, 195–196 Japanese SMEs, 77–78 introduction, 196–198 Jensen, M., 213n leadership psychology, 214– job knowledge, 52 219 job rotations, 29 predictable crises, 204–208 Jobs, Steve, 5, 8 radars, 208–209 joint ventures, 4 risk analysis and mitigation, Journal of International 209–211 Entrepreneurship, 76 systems complexity, 211–214 JPMorgan Chase, 159, 162 what impressed, 200–204 justice, 40 leadership psychology, 214–219 Leading Cross-Enterprise Research K Centre, 195 Karunakaran, Shyam, 146 learning, 39, 42 Klassen, Robert, 151–152 learning advantages of newness, 79 knowledge, 11, 190–191 learning capability, 39 learning culture, 136–137 L learning organizations, 219 Lee, Cynthia, 151 Lanfranconi, Claude P., 144–145 Leeson, Nick, 29 Law, Kenneth, 151 Holding Inc., 200, lead in paint, 149 216, 220, 228 leaders. See cross-enterprise leaders Leiblein, Michael, 146 leadership “level-5” leadership, 34–35 see also cross-enterprise Li, Jing, 147 leadership liabilities of foreignness, 77, 134 challenges of, 25–26 liabilities of newness, 79 charismatic leader, 34 liability of age, 133 distributed leadership, 8–9 liability of relational orientation, 135 empirical literature on, 86 liability of size, 134 “level-5” leadership, 34–35 LinkedIn, 190 for a new context, 7–9 Litvak, Isaiah A., 155 for short-term and long-term, Lu, Jane, 76, 77, 144 24 lust, 60 strategic leadership, 84–89 in sustainable environment, M 186 transformational leader, 34 Ma, X., 139n turnaround experts, 36, 45–63 Madoff, 60 leadership development programs, Majestica Hotels Inc., 144 41–42 make-buy decision, 146 leadership manifesto, 60n Makino, Shigefumi, 154 “Leadership on Trial” initiative management education, 4, 9 blame game, 198–200 management practice, 4, 9

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management theory, 178 O manufacturing processes, 81 Obama, Barack, 162, 226, 227 Mark, Ken, 143, 145, 150 OECD countries, 200, 202, 205, 207 Marwell, G., 180n oil prices, 185 Master Builders, 73 O’Leary, Kevin, 119 Mattel, 131, 149, 212 Olivera, Fernando, 1–13 Mazutis, Daina, 60n, 84–89 Ontario Municipal Employees McDougall, D., 184n Retirement System (OMERS), 46, McKinsey and Co., 85 61, 62 Meckling, W., 213n open-mindedness, 39 Menkes, Justin, 28n opportunities, 18 mentors, 59 organization, 4 Merkel, Angela, 203 organizational boundaries, 4, 8, 239 Merrill Lynch, 222 organizational capabilities, 23–25 Mexico, 129, 143 organizational capacity, 23–25 MGM Mirage, 60 organizational culture, 23–25 Midea Group, 153 organizational intelligence (OI), Miller, D.T., 180n, 181, 181n 33–34, 134–135 Milner, Mark, 206n Orica, 73 mindfulness, 68–70 overconfidence, 214–215 Mintzberg, H., 174n Miracle Food Mart, 22 P mission statement, 170–171, 242 Palliser Furniture Ltd., 143 Mitchell, Jordan, 143 Parker, Simon, 65–93 Monaco, David, 151 partnerships, 80 Moody’s, 217 passion, 40 moral character, 225–226 past experience, 66–71 Morgan, Maria, 147 Paulson, Henry, 202, 204n Motorola, 130 Pembina Institute, 189 multiculturalism, 179 Peng, Georg, 152 multiple faculty in classes, 110–114 people intelligence (PI), 33, 34–36, 135 N PepsiCo Inc., 144–145, 153 National Accounting Institutes, 126 Personal Sustainability Projects, 186 NES China, 142 perspective, 39 Nestlé, 4, 164 PEST analysis, 208 Network for Business Sustainability, Peterson, Christopher, 39, 40, 236 175, 187–191 Podolny, M., 174n networking, 80, 84 Ponzi schemes, 60 new products, 81–82 populist revulsion, 160 Nicholson, John, 63 post hoc rationalization, 180 Nike Inc., 146–147 presence, 55 Nimigan, Ashleigh, 95–121 pride, 61 Nokia, 29, 130 proactive learning, 136–137 non-compliance, 170 product safety, 130–131 Noranda Inc., 155 professional managers, 160–161 Noreen, E., 180n profits, 178–179, 185 NTT, 11–12

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R second-hand experiences, 83 R&D networks, 80–84 Seijts, Gerard, 27–44, 45–63, 60n, reactive learning, 136 95–121, 195–231 recession, 157, 204–208 self-efficacy, 34 Regan, D.T., 180n self-interest, 179–181 relational orientation, 135 self-selection theory, 90, 91–92 reporting requirements, 49 Seligman, Martin, 39, 40, 236 Rerup, Claus, 66–71 Seller’s Hidden Advantage, 73 research, 108 Seven Deadly Sins, 47, 60–61 Research in Motion, 134 Shanghai, China, 127, 144 restoration of value, 47 share price conundrum, 32 results, monitoring, 21–23 shareholder value, 10 Richard Ivey School of Business Sharpe, David, 101 see also specific initiatives silo-ing people, 50 case method, 95 silo mentality, 9 cross-enterprise leadership silo-thinking, 140 teaching. See cross- Simon & Schuster, 32 enterprise leadership Management University, teaching 76 engaging emerging markets Slaughter, Kathleen, 146–147 research, 138, 138f sloth, 60 fuller picture of business small and medium-sized enterprises decisions, 174 (SMEs), 75–76 mission statement, 170–171, small firms, 89–92 242 “SME Internationalization and Network for Business Performance: Growth vs. Sustainability, 175, 187– Profitability” (Beamish and Lu), 191 76 sustainable value, 187–191 Smith, Adam, 179 teacher-scholars at, 106–107 Snook, Scott, 213n, 244 risk social architecture, 33, 34 reduction, 73 social conformity, 217–218 risk analysis and mitigation, social issues, 179 209–211 social media, 164, 190 small businesses, 91 social responsibility understanding, 89 conclusion, 170–171, 241–242 RJR Nabisco, 29 conditional license to operate, Roaring Twenties, 160 168 ROI, 36 corporate social responsibility Runge, C.F., 185n (CSR) movement, 163– 168 S and the cross-enterprise leader, 169–170 Sabena Airlines, 42 historical perspective, 160–162 Santayana, 226–227, 227n paradox, 162–163 Sapp, Stephen, 195–231 socio-cultural context, 88 Sarbanes-Oxley Act, 49, 224 Sony Corporation, 7 Sarge Cars, 149 South Africa, 179 Sarkozy, Nicolas, 203 S&P, 217 Schotter, Andreas, 151–152 special interest groups, 164 Scotts Miracle-Gro, 146

9780470679401.indb 255 18/08/10 11:17 AM 256 Index

Spin Master Toys, 150 fragmentation of business stability, 5 and business curricula, steel industry, 58 181–182 Steinberg, Sam, 22 issues addressed, 176t Stelco, 58 leadership throughout Stelmar Shipping, 67 organization, 192 Stephenson, Carol, 60n, 246 long-term vision, 191 stock options, 223 meaning of, 175–178 Stone, Oliver, 180 profits, pursuit of, 178–179 Stott, P., 174n at Richard Ivey School of strategic adjustments, 21–23 Business, 187–191 strategic intelligence (SI), 30–33, 133 self-interest, 179–181 strategic leadership, 84–89 systems, 183, 185, 199 strategic partnerships, 4 systems complexity, 211–214, 213 strategic plans, 21–22 strategies T execution of, 19–21 tactical skills, 104–105 formulation of, 19 tactics, 52 vs. intentions, 19 Tan, Justin, 153–154 measurements, 21 Tang, Jing’an, 143 vs. tactics, 52 team teaching, 110–114 unique strategies, 20 technical experts, 106 winning strategies, 19 telecommunications companies, 130 Stratford Festival of Canada, 31 temperateness, 39–40, 236 Stratford Shakespeare Festival, 101 Textron Ltd., 145 strong intellect, 36–37 think-act-lead, 11–13 sub-prime mortgages, 212, 215 Thornhill, Stewart, 80–84 Sun Life Financial, 143 3M, 152 sustainable value time-based competition, 8 big picture, 184–185 Toronto-Dominion Bank, 189 co-creation of products and , 4 services, 192 toy recalls, 131, 135–136, 137, 149 community, 191 traditional MBA approach, 105–110 conclusion, 243 transaction cost economics, 213n and cross-enterprise transcendence, 41, 237–238 leadership, 183–187, transformational leader, 34 191–193 transmission theory, 90 different perspectives, 177f Transparency International, 129 distributed, empowering and Troubled Asset Relief Program, 227 dynamic leadership, 186– Truman, Harry, 205n 187 turnaround experts, 36, 45–63 diversity, 192 see also Aziz, William dynamic complexity of Twitter, 190 business systems, 185 economics, emphasis on, 178– U 182 UBS, 222 environmental stewardship, uncertainty, 31, 58, 89, 105 173 unique strategies, 20 firm success, broadening view , 161, 200, 203, 205, of, 183–184 227

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United States, 161, wealth effect, 209 Y 202–203, 204, 205, Weick, Karl, 6–7 Yang, Alan (Wenchu), 206, 227 Welch, Jack, 23, 33, 150 UPS, 4 34, 104 Yuan, Peter, 144–145, U.S. Consumer what-if analysis, 219 153 Product Safety Whyte, William H., Yunnan Baiyao Group Commission, 149 216 Co. Ltd., 152 U.S. Federal Reserve, Williamson, Oliver E., 202 213n Z U.S. Marines, 62 winning strategies, 19 Zhang, Xin, 142 U.S. Treasury, 202 wisdom, 39, 236 Zimbardo, Philip, 218n Wolfe, Tom, 215 Zuejuan, Z., 139n V World Commission value creation, 1 on Environment Vandenbosch, Mark, and Development 71–75, 195–231 (WCED), 175 The World is Flat W (Friedman), 10 Wahaha Hangzhou WorldCom, 224 Group Co. Ltd., 153 Worldwide Equipment Wal-Mart Stores Inc., Ltd., 150 32, 101, 128, 168, Wrangham, R., 215n 173, 183, 186 wrath, 61 Walkerton Clean Water Wuhan Erie Polymers Centre, 101 joint venture, 151 Wall Street, 166, 180 Wynant, Larry, 144– Waxman, Henry, 205n, 145 216

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