 |
|
|
|
Product line extensions, geographical
expansion and new technologies and
adjacencies aren't enough.
Performance shortfalls create a "results
gap." But limitations of growth are caused
by organizational and process gaps.
Building the team and its methods.
The characteristics and processes of an
"Entrepreneur in Residence."
Going beyond the creative into a
practical and executable model for
sustained growth.
|
|
|
|
Oyster-centric definitions of terms used
on this site.
|
|
|
Back to Books & Articles.
|
|
|
|
|
|
 |
The focus of this research was on what leaders do - their role, work and value added. 
|
|
|
|
|
Research
The CEO Agenda and Growth
This was a joint research project conducted by the Harvard Business School, INSEAD and Oyster International. The focus of the research was on the growth agendas of CEOs and how these are managed.
Areas explored, findings and conclusions developed include:
|
 |
Defining the enterprise growth gap (i.e. the gap between what business units can deliver and Board of Directors and CEO expectations;
|
|
A framework for closing the growth gap - new growth platforms;
|
|
Examples of companies that have successfully developed new growth platforms - how they were developed and executed and the value they created;
|
|
Organization design: principles, processes and capabilities required to deliver new growth platforms;
|
|
The role, work and value added of leadership in developing and executing new growth platforms;
|
|
Why this work is different and difficult;
|
|
Getting started.
|
CEOs in twenty five organizations participated in the research, including: Proctor & Gamble, United Parcel Services, Johnson & Johnson, Thermo Electron, Corning, Becton Dickinson, Teradyne, Raytheon, Timken, Cabot Corporation, Eastman Chemicals, Inverness Medical Innovations, Sealed Air Corporation, Nokia, ST Microelectronics, Computer Associates, and others.
|
The Work of Leadership
The focus of this research was on what leaders do - their role, work and value added. Also, how they go about their work and where they spend their time.
Areas explored, findings and conclusions developed include the following:
|
Setting context in large, complex, diverse, organizations; framing the strategic and operating challenges; charting the course forward - leadership to achieve what
|
|
Executive Teams
|
|
 |
The Executive Teams' collective role, work and value added: what people should say "thank you" for
|
|
|
The control versus creativity tension among executives
|
|
|
Are most executive teams strategic?; do they work effectively as a team?
|
|
Priorities and Time
|
|
|
The leaders "top three" priorities
|
|
|
Where do leaders spend their time; where should they spend their time?
|
|
The Leadership Agenda
|
|
|
Creating the conditions to achieve the leader's ambition
|
|
|
Tasks, key activities and the mobilization of resourcess
|
|
|
Managing independent activities; framing and addressing strategic, operating and adaptive challenges simultaneously
|
|
Five leaders who we admire and what they do well
|
|
The Leadership Audit - how well developed is your leadership agenda?
|
CEOs and other executives who participated in this research were from 30 organizations including Corning, British Telecom, Scandinavian Airlines, British Airways, Goldman Sachs, Johnson & Johnson, Mellon Bank, Nordstrom, Hewlett-Packard, Cable & Wireless, Shell, BP, McKinsey & Co., Philips Electronic, Reebok, and the US Army
|
|
|
 |
|
|
