Leading in turbulent times : lessons learnt and implications - download pdf or read online

By Peter Lorange

ISBN-10: 0857243683

ISBN-13: 9780857243683

Annotation the place higher to benefit approximately management in turbulent instances than from an individual who has been on the coalface for numerous a long time, via sturdy instances and undesirable? for far of his company existence, Peter Lorange has had 3 careers working in parallel – as a enterprise educational major probably the most vital company colleges on this planet, because the head of a delivery corporation and as a Board member for several  Read more...

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Some even pointed out rather cruelly that it was the weakest academicians who ended up being elected to deanships, because they couldn’t cope intellectually. The academic side was certainly much more important than administration to these people. To admit that one might actually enjoy the administrative side of things was highly questionable; by definition it was an unwanted burden, something that got in the way of what you should be doing. As a counterpoint, in the last few years several leading business schools have appointed deans with backgrounds in big corporates or professional service firms, such as management consulting or accounting.

If you are leading an entrepreneurial, fast-moving company, you should think long and hard before you employ someone whose experience is solely derived from working in large organizations. Such a candidate is unlikely to respond well to the hands-on atmosphere of a smaller setup, and may not be able to function effectively without the backup of a large IT department and other services within the organization to provide the most basic support. I’ve even heard of a manager, recruited into a small company from a much larger one, who could not program the phone that came with his new job.

Russ Palmer, the youngest ever CEO of a ‘‘Big Eight’’ firm when he became CEO of Touche Ross at the age of 30, kept in touch with the core values by making sure that he always audited two key accounts personally every year. However, he too was perhaps a ‘‘victim’’ of his own core values — it was customary for the CEO to serve 10 years and then retire, but Palmer was well off retirement age when the time came to leave Touche Ross. Instead of retiring, he became Dean of Wharton. It can be hard to understand what the core values of an organization are.

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Leading in turbulent times : lessons learnt and implications for the future by Peter Lorange


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