collaborative leadership & adaptability

Harvard Business Review July-

August 2011

By

Pharma Queens

Journal presentation onCollaborative leadership &

Adaptability

ARE YOU A COLLABORATIVE LEADER

• A hyper connected business world, spurred on by social media and globalization, demands a leadership style that can harness the power of connections.

• Leader needs to shed the command-and-control and consensus styles in favor of collaborative leadership.

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Collaborative leadership is the capacity to engage people and groups outside ones formal control and inspire them to work towards common goals - despite differences in convictions, cultural values, and operating norms.

Reckitt Benckiser is the example for collaborative leadership.

Leaders today must be able to harness ideas, people and resources from across boundaries of all kinds

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Collaborate at the Top First

• Its not enough for a leader to spot collaborative opportunities and attract the best talent to them. The leader must also set a tone by being good collaborators themselves.

• A shift towards learning goals from performance goals will make one more open to exploring opportunities to acquire knowledge from others.


Loosening Control Without Losing Control

As a leader should need to know when to wield influence rather than authority to move things forward, and when to halt unproductive discussions and make final calls

Differences in conviction, culture values and operating norms inevitably add complexity to collaborative efforts.


Adaptability: The New Competitive Advantage

‘In a world of constant change, the spoils go to the nimble’

By Matin Reeves & Mike Deimler

We live in an era of risk and instability

The goal of most strategies is to build an enduring

competitive adventage by establishing clever market

positioning or assembling the right capabilities and

Competencies for making or delivering an offering


• But globalization , new technologies, and greater transparency have combined to upend the business environment.

• Sustainable competitive advantage no longer arises from positioning or resources.

• Instead, it stems from the threee organizational capabilities that foster rapid adaptation:


The ability to read and act on signals of change.

The ability to experiment rapidly and frequently - not only with products and services but also with the business models, processes and strategies.

The ability to motivate employees and partners


Thank you
