Blue Ocean Strategy, by Renee Mauborgne and W. Chan Kim (Harvard Business School Press, 2005), conceived of a new way for companies to drive profitable growth: by creating uncontested market spaces (blue oceans) where the competition is irrelevant, instead of fighting it out in overcrowded, commoditized industries (red oceans). Read More
During critical periods, what should an organization do to sustain its success? How can you make sure your act & activities are linked to the market realities?
Effective leadership is a key element in an organization to transform a strategy into a successful result. Last week we told the story of Jim Donald as CEO of Starbucks and we left you with a question: how did Starbucks react to the difficulties that characterised Donald’s tenure? Here is the answer: on Monday 7th January 2008, Starbucks Corp. fired Chief Executive Jim Donald and gave control of the daily operations to Howard Schultz, chairman and architect of the ubiquitous coffee giant. Read More
A “Sip” of Leadership
Leadership, in essence, can be thought of as a service that people in an organization either ‘buy’ or ‘don’t buy’. As well as a banker, an entrepreneur, a farmer, every leader has his own customers: his followers, who need a guide to achieve the high standards required in every company. If your leadership is high in quality, people in your company would be willing to buy it; pro-activity and the commitment of employees would be encouraged, with evident benefits for the whole company. But what if your leadership is low in quality? Employees do not want to buy it anymore. They become non-customers, and, even more dangerous, they disengage. Read More
Few managerial transitions are more difficult than making the move from leading a function to leading an entire enterprise for the first time. The scope and complexity of the job increase dramatically, in ways that can leave executives feeling overwhelmed and uncertain. It truly is different at the top. But how, exactly? Career transition expert Michael Watkins set out to explore that question in an extensive series of interviews with leadership mentors, HR professionals, and newly minted unit heads. Read More
The Blue Ocean Leadership Grid can be used to identify what leadership acts and activities should be eliminated, reduced, raised, and created in pursuit of high impact at low cost.
With the As-Is Leadership Canvases drawn and a shared understanding built of the current leadership reality, organisations are now both ready and hungry to move to the second and third steps of the blue ocean leadership process. In the second step, alternative Leadership Profiles are developed that would allow for a step change in leadership strength that would release the unrealised talent and energy of employees. In the third step the new or To-Be Leadership Profiles are selected at the ‘Leadership Fair.’ Here’s how the two steps work and complement one another.