MSETM 5110

1
MSETM 5110 LEADERSHIP STRATEGIESSession 2

• Review Rules of Engagement
• Summary of Student Profiles
• Recap Session 1
• Management/Leadership Divergence and Convergence
  Looking for the Common Threads
• Video Craig Weatherup, Former President and
  CEO, Pepsi Cola, North America
• Reengineering Leadership

2
MSETM 5110 LEADERSHIP STRATEGIESCourse
Structure

• Review of Leadership Styles
• Examples of Recognized Leaders
• Examples of Emerging Leaders
• A Look at Values and Virtuality
• Use of HBR Case Studies for Relevancy and
  Application
• Presentations by Guest Executives

3
MSETM 5110 LEADERSHIP STRATEGIESCase Studies

• Case Study 1 Harvard Business Review
  (Bartlett), GEs Two-Decade Transformation
  Jack Welchs Leadership. Product Number 301040.
• Case Study 2 Harvard Business Review. A Video
  with Craig Weatherup (former CEO, Pepsico).
  Product Number 494518 (4/4/94).
• Case Study 3 Harvard Business Review (Hutton),
  Lycos, Inc. The USA Network, Lycos and TMCS
  Merger. Product Number 100048 (4/16/00).
• Case Study 4 Harvard Business Review (Hill and
  Farkas) Meg Whitman at e-Bay, Inc. Product
  Number 401024 (2/28/01). -or-
• Harvard Business Review (Ryans and Vandenbosh)
  Compaq Computer Corp. The Dell Challenge.
  Product Number 900M14 (7/01/00).

4
MSETM Program

• A Master of Science degree designed for
  practicing
• Engineers and Scientists
• whose careers involve
• Management of People,
• Projects, Technology, and
• Strategy

5
MSETM 5110 LEADERSHIP STRATEGIES

• Overarching/Fundamental Question What is
  Leadership?
• Vision/Mission ltgt (Strategy)
• Values ltgt (Principles)
• Executing/Implementing ltgt (Aligning)
• Performance/Results ltgt (Metrics)
• Continuous Improvement ltgt (Leveraging)

6
MSETM 5110 LEADERSHIP STRATEGIES

• Doing the Right Things to
• Sustain Employment
• Advance Career
• Achieve Personal Balance
• Personalizing Leadership

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MSETM 5110 LEADERSHIP STRATEGIES

• The Ten-Chit Exercise How Do I Spend My
  Capital?
• Intellectual
• Physical
• Emotional
• Political
• Financial

8
MSETM 5110 LEADERSHIP STRATEGIES

• Purpose
• Connectivity
• Relevancy
• Application

9
MSETM 5110 LEADERSHIP STRATEGIESSession 1

• Immersion Thru Anthology Video, HBR, News
  Magazines, Anecdotes
• Technology Evolution
• The Knowledge Intensive Economy
• Next Generation Leadership
• Start and Continue to Look for Common Threads
• Establish Bridge Between Leadership Seminar and
  MSETM Program
• Complementary Dimension
• Learning About Leadership, Not Teaching How to
  Lead
• Finding the Right Model for Individual/Team
  Success
• Standards, Ethics, Integrity

10
MSETM 5110 LEADERSHIP STRATEGIESEnvironment

• Technology Evolution
• Shorter Product Lifecycles
• Globalization
• Increased Competition
• Downsizing/Rightsizing
• Entrepreneurial/Intrapreneurship
• Virtual Corporation
• Enron Collapse
• ???

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MSETM 5110 LEADERSHIP STRATEGIES

• Lost Market Capitalization in Last Two Years (s
  B)
• Cisco - 399
• Lucent - 216
• ATT - 93
• Enron - 70
• Source CNN News, 1/14/02

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MSETM 5110 LEADERSHIP STRATEGIES

• Leadership Pre 9-11
• Leadership Post 9-11
• Rudy Giuliani
• George Bush Presidential Directive 39
  (Anti-Terrorism) established Homeland Defense
  (Tom Ridge) launched Operation Enduring
  Freedom.
• Colin Powell
• Don Rumsfeld
• The Harley-Davidson Posse Ride (10-day,
  2300-mile, So. Padre-to-Canada biking experience
  including retired bikers, yuppie weekend
  warriors, serious outlaws to build brand
  loyalty, brand community)
• The Abilene Paradox (Jerry Harvey), ISBN
  0-669-19179-5. (The trip no one wanted to take
  or project the corporation wanted/would kill.)

13
MSETM 5110 LEADERSHIP STRATEGIES(contd.)

• Emotional Intelligence (EI) vs. IQ
• A Walk in the Woods
• The Leader/Manager as Portfolio Manager
• Leveraging the Art of Leadership into the Science
  of Results
• Developing a Bag of Tricks

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MSETM 5110 LEADERSHIP STRATEGIES

• Leadership is about coping with CHANGE.
• Management is about coping with COMPLEXITY.

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MSETM 5110 LEADERSHIP STRATEGIES

• Vision Technology Innovation Knowledge
  Management Improved Productivity and Sustained
  Performance

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MSETM 5110 LEADERSHIP STRATEGIESLeadership
Characteristics

• Visionary (Thinking Strategically, Globally,
  Commercially)
• Effective Communicator
• Character (Honesty and Integrity)
• Innovative and Bold
• Tough
• Smart
• Able to Assess Risks
• Ability to Build Relationships (Internal and
  External)
• Ability to Process Diverse Information
• Embraces Technology
• Broad Understanding of the Business
• Focuses on Sustainable Growth
• Creates Esprit de Corps
• Gets Results
• Role Model Behavior

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MSETM 5110 LEADERSHIP STRATEGIES

• Leadership
• Teamwork
• Trust
• Benchmark
• Competitive Advantage
• Results

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MSETM 5110 LEADERSHIP STRATEGIESLeader/Manager
Partnering and Convergence

• Results
• Customer Satisfaction
• Quality Indices (Six Sigma, 1 in 10K, etc.)
• Reliability (MTBF, MTBM)
• Time to Market/Cycle Time
• Time to Cash
• Return on Sales (ROS) Assets (ROA) Equity
  (ROE) Capital (ROC)
• Gross Margin
• Revenue/Profitability
• The Enabler/Differentiator?

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MSETM 5110 LEADERSHIP STRATEGIES

• Finding the Right Leadership/Management Equation
  for
• Sustaining a Business
• Starting a Business
• Turning a Business Around

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MSETM 5110 LEADERSHIP STRATEGIES

• Level 5 Leadership
• Humility
• Will
• Ferocious Resolve
• Tendency to Give Credit to Others
• Assign Blame to Themselves
• Jim Collins, Level 5 Leadership The Triumph of
  Humility and Fierce Resolve. (Harvard Business
  Review, Product Number R0101D, 1/1/01.)

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MSETM 5110 LEADERSHIP STRATEGIES

• What Wartime Leaders Do
• Define the business of the business
• Create a winning strategy
• Communicate persuasively
• Behave with integrity
• Respect others
• Act.
• Judith Bardwick, Peacetime Management and
  Wartime Leadership. (The Leader of the Future,
  page 131-141.)

22
Heroes are those who do exceptional things in
exceptional times

• From the movie U571
• (Author unknown)
• THESE ARE EXCEPTIONAL TIMES
• CMC

23
MSETM 5110 LEADERSHIP STRATEGIESThe Six Basic
Leadership Styles

• Affiliate (people come first)
• Authoritative (come with me)
• Coaching (try this)
• Coercive (do what I tell you)
• Democratic (what do you think?)
• Pacesetting (do as I do, now!)
• Source Daniel Goleman, Leadership That Gets
  Results, Harvard Business Review, March 2000.

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MSETM 5110 LEADERSHIP STRATEGIESRanking of
Leadership Styles in Order of Positive Impact

• Authoritative
• Affiliate
• Democratic
• Coaching
• Pacesetting
• Coercive
• Source Daniel Goleman, Leadership That Gets
  Results, Harvard Business Review, March 2000.

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MSETM 5110 LEADERSHIP STRATEGIES

• Habit 1. Be Proactive
• Habit 2. Begin with the End in Mind
• Habit 3. Put First Things First
• Habit 4. Think Win/Win
• Habit 5. Seek First to Understand, Then to Be
  Understood
• Habit 6. Synergize
• Habit 7. Sharpen the Saw
• Steven Covey, The 7 Habits of Highly Effective
  People.