ALLIANCES FOR STRATEGIC MANAGEMENT TOPICS IN BUSINESS EDUCATION

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ALLIANCES FOR STRATEGIC MANAGEMENT TOPICS IN
BUSINESS EDUCATION
Professor Danica Purg CEEMAN President
The 2001 RABE International Conference STRATEGIC
ALLIANCES IN EDUCATION AND BUSINESS November
2-4, 2001 Spain, Tenerife Island
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The Values

• Customers
• People
• Performance
• Innovation Technology
• Partnering

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BAE SYSTEMS - A Global Footprint
BAE SYSTEMS is a significant employer in the
defence and aerospace industry in nine countries
Includes J / V employees
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The Business Challenge

• From British to Multi-national
• From national security to global business
• From Aerospace platforms to integrated systems
  and total services
• From technique to knowledge creation
• Asserting common destiny in the company while
  rationalising and acquiring
• Being the Benchmark

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The Leadership Challenge

• BAE SYSTEMS needs leaders who can create and
  sustain-
• Leading edge high performance
• Leverage from our global footprint
• New paradigms
• Diversity
• Thinking beyond horizons
• Entrepreneurialism
• Corporate commitment during mergers, acquisitions
  and disposals

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THE STRATEGIC LEADERS PROGRAMMEGLOBAL
LEADERSHIP DEVELOPMENT FOR BAE SYSTEMS
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THE BAE SYSTEMS STRATEGIC LEADERS PROGRAMME

• BAE SYSTEMS HAS A SIGNIFICANT PRESENCE IN THE
  HOME MARKETS OF NINE COUNTRIES - So its leaders
  must become more cosmopolitan, and able to
  represent - not just accommodate - diverse values
  about business, employment, work, success etc.
• INCREASING MULTI-NATIONAL PARTNERSHIPS AND JOINT
  VENTURES - So leaders need to encourage the new
  opportunities offered by these offspring, perhaps
  with some cost to the parents.
• INDUSTRY CONSOLIDATION - MERGERS AND ACQUISITIONS
  - So a constant re-defining of corporate identity
  and strategy.
• DIVERSE NEW AND EMERGING MARKETS - So they need
  to be agile in the deals they make, the way the
  organize, and the way they treat their people.

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STRATEGIC LEADERS PROGRAMME

• DESIGNED IN PARTNERSHIP WITH LANCASTER UNIVERSITY
  MANAGEMENT SCHOOL TO HELP PREPARE OUR BUSINESS
  LEADERS FOR THE DEMANDS OF THE FUTURE
• IT CONSISTS OF 5 ONE-WEEK MODULES SPREAD OVER
  ABOUT 18 MONTHS,
• EACH RESPONSIVE TO CURRENT PRIORITIES (LIKE AN
  EXECUTIVE RETREAT), BUT ALSO WITH DISTINCT
  CHARACTERISTICS
• MODULES ARE DIRECTED AND DELIVERED BY AN
  INTERNATIONAL CONSORTIUM OF PROVIDERS IN THE UK,
  INDIA, USA, CHINA AND CENTRAL EUROPE

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STRATEGIC LEADERS PROGRAMMEPURPOSE AND OBJECTIVES

• TO INCREASE AWARENESS OF STRATEGIC ISSUES
  RELATING TO THE COMPANY
• TO BROADEN THE UNDERSTANDING OF GLOBAL BUSINESS,
  SOCIAL AND CULTURAL ENVIRONMENTS
• TO OPEN EYES AND MINDS TO THE DIFFERENT
  PERSPECTIVES OF OTHER NATIONS, CULTURES AND
  ORGANISATIONS.

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STRATEGIC LEADERS PROGRAMMEMODULE ONE - THE
RECEPTIVE MINDSET

• FINDING THE UNEXPECTED HIDDEN IN THE FAMILIAR -
  STARTING WITH ONES OWN BEHAVIOUR
• THE WORLD - WHAT MESSAGES SHOULD WE PICK UP FROM
  CURRENT ECONOMIC, SOCIAL AND POLITICAL TRENDS?
  HOW DOES OUR CORPORATE STRATEGY MEASURE UP?
• BASED IN THE UK

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STRATEGIC LEADERS PROGRAMMEMODULE TWO - THE
REFLECTIVE MINDSET

• PROMPTING ALTERNATIVE VIEWS OF THE COMPANY, ITS
  CORE COMPETENCIES, THE NATURE OF LEADERSHIP AND
  HOW TO ESTABLISH STRATEGIC PRIORITIES
• TAKING TIME OUT, AT A SLOWER PACE, TO NOTICE THE
  CULTURAL LENSES THROUGH WHICH WE HABITUALLY SEE.
• BASED IN INDIA

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STRATEGIC LEADERS PROGRAMMEMODULE THREE - THE
COMPETITIVE MINDSET

• FOCUS ON COMPETITIVE PERFORMANCE THROUGH ENERGY,
  DRIVE, INNOVATION, KNOWLEDGE CREATION AND RISK
  TAKING
• HOW TO LEAD THE COMPANY IN A RAPIDLY CHANGING
  INDUSTRY
• BASED IN THE US

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STRATEGIC LEADERS PROGRAMMEMODULE FOUR - THE
COLLABORATIVE MINDSET

• BASED IN CHINA
• LOOKING AT COLLABORATION FROM THE POINT OF VIEW
  OF CHINESE INDUSTRY AND AT THE INTENTIONS OF
  WESTERN COMPANIES
• FOCUS ON LEADERSHIP OF CROSS-CULTURAL ALLIANCES,
  JOINT-VENTURES AND MERGERS.

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STRATEGIC LEADERS PROGRAMMEMODULE FIVE - THE
CATALYTIC MINDSET

• LOOKING AT LEADERSHIP IN THE MIDST OF
  OVERWHELMING CHANGE.
• USING THE RECENT TRANSFORMATIONS IN CENTRAL
  EUROPE AS AN EXAMPLE, EXAMINING THE KINDS OF
  BEHAVIOURS AND TEMPORARY ORGANISATIONS THAT
  CONVERT CHAOS INTO RENEWAL
• BASED IN SLOVENIA

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Function and design in leadership development

• Techniques
• The world according to our tools
• Analyse and prescribe
• Suits junior/new managers
• Themes
• Integrate a range of perspectives, hard and soft
• Suits experienced middle management
• Realities
• Ways of seeing
• Imagine and define
• Top managers and leaders

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Unity and DiversityContradictory Tendencies

• Centralising
• Centripetal
• Importance of central figures e.g. CEO
• Unitary view of organisations
• Coherence

• Distributed networks
• Centrifugal
• Teams and alliances
• Pluralistic view of organisations
• Skills of meaning-making

Education can easily be co-opted to Provide a
new unitary rationale, A grand narrative of
development progress in which leaders are
mere instruments of destiny, rather than
responsible moral agents.
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So in Summary, the SLP tries to

• Avoid being too centralising, normalising.
• Work through a distributed network of faculty.
• Institutionalise diversity in worldviews.
• Challenge participants to think and see in
  different mindsets.
• Re-construct links between the personal and the
  corporate.
• Your Responses and Applications?