Nimble Leadership
Publication Date: July 01, 2019
Nobody really recommends command-and-control leadership anymore. But no fully formed alternative has emerged. So mature companies often struggle to balance the need for innovation with the need for discipline. The authors studied two exceptions: the new-product-development stars PARC and W.L. Gore. Both companies, they learned, have three distinct types of leaders. “Entrepreneurial leaders,” found at lower levels, create new products and services and move their firms into unexplored territory. “Enabling leaders,” in the middle, make sure the entrepreneurs have the resources they need. And “architecting leaders,” near the top, monitor culture, high-level strategy, and structure. This system allows both companies to be self-managing to a surprising degree. Employees choose their work assignments and dream up new projects, whose success rests on colleagues’ volunteering to join in–making the companies collective prediction markets. And the mechanisms that enable self-management also balance freedom and control: The companies function efficiently and exploit new opportunities even as they minimize rules.
Pages: 12
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Nimble Leadership
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