Replying to LO25160 --
Bill Harris suggested:
>There's an interesting book (Winfried may know it) called _Management der
>Unternehmensentwicklung: Phasengerechte Fuehrung und der Umgang mit
>Krisen_ by Cuno Puempin and Juergen Prange (Campus Verlag, 1991) that
>categorizes organizations into 4 groups: pioneers, growth, maturity, and
>transition, all using the St. Gallen management model.
Unfortunately this book seems to be out of print (not available from
amazon.de and campus.de)
I think these 4 groups were identified based on Boston Consultings basic
notion of product life cycles and the conclusion that question marks,
stars, cash cows and poor dogs need to be managed differently.
What I find very interesting in this model is the need of different types
of leadership (catalysts) to foster the development in the different
stages.
First phase: Globally focussed, the goal is to find chances, the measure
of success is the new business. It requires an inventor and entrepreneur
as a leader.
Second phase: focussed on the market, the goal is to transform those
chances in real business, the measure of success being the growth
achieved. It requires a marketer as a leader.
Third phase: Focussed on competition, the goal is to strengthen
competitive advantage, the measure of success being the relative market
position (e.g. market share). It requires a strategist as a leader.
Forth phase: Internally focussed, the goal is operative efficiency, the
measure of success being the return on investment. It requires an
administrator as a leader.
Inventor, marketer, strategist and administrator form a strange team.
Usually a team is considered as working together with different tasks and
responsibilities for each member in different spaces at the same time.
Here we have a team working together with different tasks and
responsibilities for each member in the same space but at the different
times. How could team learning occur in such a team??
Liebe Gruesse,
Winfried
--"Winfried Dressler" <winfried.dressler@voith.de>
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