Redefining Leadership for the New Work Environment

A Critical Priority

We ask a lot of our senior leaders: we need them to deliver more, and to deliver it faster. They are breaking under the pressure, and today’s work environment isn’t doing them any favors. In the past three years, leaders have faced all of the following:

  • Increasing number of stakeholders
  • Shifting job requirements
  • Rising M&A activity
  • Geographic dispersion of teams
  • Widening spans of control
  • Less time available to spend with their team


Image originally seen in "Talent Management" published by Raconteur Media on 14 October 2013 in "The Times"

A Better Way Forward

The traditional leadership model prioritizes an individual leader’s effectiveness at achieving their own tasks and assignments and leading their teams.

Our new model—Enterprise Leadership—adds network performance to the equation.  An Enterprise Leader is someone who is effective at peer networking and collaborating, and at enabling their teams to do the same. 

This new capability links leadership behaviors and activities to business outcomes, and helps
build teams that are more adaptable, future-focused, innovative, and engaged.

What's At Stake

Enterprise leaders improve business performance.  With an Enterprise Leader at the helm, a business unit with annual revenues of US$400M and annual profits of US$40M can:

  • Increase annual revenue by US$36M
  • Increase annual profit by US$4M