Leading at the Enterprise Level

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For the past couple of decades, companies have focused on creating strong leaders of business units and influential heads of functions — men and women responsible for achieving results in one corner of an organization. But they have not paid as much attention to a more important challenge: developing leaders who see the enterprise as a whole and act for its greater good. And that perspective has become increasingly necessary as companies seek to provide not just products but broad-based customer solutions.

The author explores the three key questions that companies must answer in order to link strategy to leadership development: What are the key elements of the enterprise leader’s job? Why is learning to lead at the enterprise level such a difficult challenge? And what can companies do to identify and develop enterprise leaders? He illustrates his points with examples from PricewaterhouseCoopers, Canada’s RBC Financial Group, IBM and others.

Douglas A. Ready is a senior lecturer on leadership development at the MIT Sloan School of Management. He also founded and leads the International Consortium for Executive Development Research in Lexington, Massachusetts. He can be reached at info@icedr.org.

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