Resumen de Developing the next generation of enterprise leaders
Douglas A. Ready, M. Ellen Peebles
Different business units need to work together seamlessly. Companies are also attempting to share resources more efficiently across functional, geographic, and business unit boundaries. The expectation that managers will know what's happening elsewhere in the enterprise is rising, in part because new competitors can appear out of nowhere. For this article, the authors surveyed and conducted in-depth interviews with scores of executives from the Americas, Europe, and Asia. What the authors found was that, regardless of the business or the location, enterprise leaders developed their capabilities in similar ways through a combination of deliberate personal development, high-level mentoring, and opportunities afforded by their work that enabled strong unit performers to become even more effective as enterprise leaders. As executives progress in their careers, they take on additional responsibility for the enterprise as a whole. They must excel as both advocacy-oriented builders and integration-minded brokers. Balancing the goals of the unit with the broader interests of the enterprise can be difficult. Mastery of the brokering role is highly dependent on cultivating a new mindset that's suited to living with the tensions inherent in the job.
