Post by account_disabled on Dec 30, 2023 5:55:24 GMT
Growth Organization ( ) played a key role. With severe infrastructure gaps in the country, they connected the dots across GE's businesses to build and sequence health care and aerospace projects alongside power projects. At the same time, they also arranged training on Century technology and management practices for executives, professionals and government officials in Myanmar. Executives based in Southeast Asia travel to all member countries of the Association of Southeast Asian Nations, a group that represents more than a trillion dollars. Because executives represent all businesses, they have the ability to create and lead growth projects that require coordinated action across multiple departments, as well as other companies, governments, and funding agencies. This setup also allows GE to operate as a leaner entity than the traditional matrix structure in each country. By effectively connecting decision-makers across disparate networks, executives enable the flow of goods and services, money, and most importantly, knowledge and information.
Four Key Leadership Attributes for Leading Across Networks (and Silos and Boundaries) What leadership traits do executives need to work effectively across functions, organizations, and actors? While the work in Myanmar is particularly complex, in most of their work executives in Southeast Asia have Job Function Email List demonstrated an excellent command of four key leadership traits that are not typically strengths of executives in traditional non-network organizations. Let’s look at these four attributes and the advantages executives bring to each. They easily explore gaps not covered by in-between space specialists. I the ranks by focusing on a single function or working on a specific business unit.
As part of leadership development, it’s common to look for leaders of the type CEO Tim Brown espouses: those who are knowledgeable in several different disciplines (the upper limit of the level) and have deep expertise in one area (the vertical part). Executives are an important variation on this theme: they have a broader understanding of the company's business and its context, but at the expense of some depth. In other words, their wingspans are wider and their tails are shorter. This lateral thinking allows them to help businesses anticipate the unexpected, spread ideas.
Four Key Leadership Attributes for Leading Across Networks (and Silos and Boundaries) What leadership traits do executives need to work effectively across functions, organizations, and actors? While the work in Myanmar is particularly complex, in most of their work executives in Southeast Asia have Job Function Email List demonstrated an excellent command of four key leadership traits that are not typically strengths of executives in traditional non-network organizations. Let’s look at these four attributes and the advantages executives bring to each. They easily explore gaps not covered by in-between space specialists. I the ranks by focusing on a single function or working on a specific business unit.
As part of leadership development, it’s common to look for leaders of the type CEO Tim Brown espouses: those who are knowledgeable in several different disciplines (the upper limit of the level) and have deep expertise in one area (the vertical part). Executives are an important variation on this theme: they have a broader understanding of the company's business and its context, but at the expense of some depth. In other words, their wingspans are wider and their tails are shorter. This lateral thinking allows them to help businesses anticipate the unexpected, spread ideas.