Cross-Enterprise leadership: A New approach for the 21st century


By

Mr. C.M. Dubey
Asst. Professor
I.P.S.R. Unnao

Shobhit Kumar Acharya
I.E.T. Faizabad
 


While the business environment has become global and has increased in its complexity, the organization has continued to remain static and hierarchical rather, a dynamic enterprise is needed that bases a perfect leadership and manages a broad issue-based platform.

Cross enterprise leadership adds an important value to an organization. It also recognizes that managers perform in a complex world where the boundaries of the organization are fluid and dynamic spanning through geographies, culture. It can be stated that cross-enterprise leadership represents the next generation of general management.

The world "Cross enterprise leadership" has a lot of variance with that of general management in the entity itself. Management Education and practice have focused on the organizational aspects, where the boundaries of the organization are well defined. In an enterprise, there is a lot of interconnection among the value-adding entities and the boundaries can be hazy.

Alliance, Joint ventures and certain partnerships have enabled the traditional organization to shift to an increasingly complicated world. there is need to move our emphasis from an organization point of view to an enterprise point of view and understand what it takes to create and captivate value.

Cross-enterprise is not simply about the enterprise itself, but bore deeply about the environment in which it functions. It is a known fact that markets are global and are widely spread over the organizational boundaries are often difficult to define. Leaders must be able to identify the perfect partners, maintain relationship, resolve conflicts, and ever reconfigure their relationships. Thereby cross-enterprise leadership means that leader should be comfortable dealing with uncertainty and complexity during pressures related to time.

Distributed leadership means that leading cross-enterprise is not only essential for those at the top of the organization, but also required for lower levels of organization. The capability that is essential for distributed leadership is that these individuals are likely to be a link within the network and the point of contact with external stake holders.

Management education and management practice have fastened in what academics refer to as disciplines. Past two decades have seen a systematic growth in the field of knowledge and management. Clearly, the changing environment of business exposes the susceptibility of current business models.

Cross enterprise is crucial for each business whether it may be a large one or small one, domestic or multinational. Such cross-enterprise leaders are assured on what they do, but they also have healthy dose of humbleness since they are always in a learning mode. Thereby, the term cross-enterprise leadership redefines the general management as a challenge for the 21st century manager demanding a shift of focus from organization to enterprise.
 


Mr. C.M. Dubey
Asst. Professor
I.P.S.R. Unnao

Shobhit Kumar Acharya
I.E.T. Faizabad
 

Source: E-mail December 23, 2010

          

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