Date post: | 21-Apr-2017 |
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New Entrepreneurial Leaders
Shape Social and Economic OpportunitiesProf. Dr. Aung Tun Thet
New Entrepreneurial Leaders
Shape Social and Economic Opportunities
Prof. Dr. Aung Tun Thet
Entrepreneurs
• Think and act differently• Method • Mind-set
Today
• Increasingly crowded world • Divide between haves and have-nots growing• Job creation
Today
• High youth unemployment• Turn out employment creators • Not employment consumers• More entrepreneurial leaders
Future Leaders
• Cognitively ambidextrous• Entrepreneurial mindset and methodology • Experiment with new ideas • Act in new environments• Apply deep knowledge and detailed analysis to plan future
actions
Future Leaders• Act creatively within unknowns • Learning more traditional competencies where information
relevant and accessible• Discern knowable from unknowable• Understand approach that works• Adapt actions and analyses accordingly
Future Leaders• Think about social and environmental sustainability• Alongside analytics and profits• Multiple ways of making decisions and leading organizations• Self- and social awareness
Entrepreneurial Leaders• Different logic of decision-making • Different rationale • Profit maximization and shareholder value creation no longer
sufficient• Maximizing common good and minimizing social injustice and
environmental impact
Entrepreneurial Leaders• Understanding themselves and contexts • Act on and shape opportunities that create value • Simultaneously create social, environmental, and economic
opportunities
Entrepreneurial Leaders• Taking action and experimenting with new solutions to old
problems• Refuse to resign themselves to problems
Entrepreneurial Leaders• Combination of self-reflection, analysis, resourcefulness, and
creative thinking and action• Inspire and lead others to tackle intractable problems
Entrepreneurial Leaders• Not synonymous with entrepreneurship• New model of leadership
Entrepreneurial leaders• Introduce new products and processes • Lead expansion opportunities• Work in social ventures tackling societal problems • Engagement in social and political movements
Entrepreneurial leaders• Challenge, change, and create new ways to address social,
environmental, and economic problems • Think and act differently to improve organizations and world
Principles of Entrepreneurial Leadership
Entrepreneurial Leadership• New model of thought and action• Fundamentally different worldview of business• Different decision-making logic
Entrepreneurial Leadership• Not innate personality characteristics• Developed unique mental models • Support power of human action to create and build better
world• Three principles
EntrepreneurialLeadership
CognitiveAmbidexterit
y
SSA
SEERS
Creation/Prediction Logics
Self&
Social awareness
Responsibility &
Sustainability
Cognitive Ambidexterity• Different way of thinking and taking action• Engaging both prediction logic and creation logic in
decision-making approach
Cognitive Ambidexterity• When future goals and environment reflect past• Traditional analytical models applied to predict and manage
situation• When future unknowable • Create future through action and experimentation• Balance and engage both decision-making approaches
Jigsaw Puzzle as Prediction Logic • Puzzle box offers number of known variables• Number of pieces inside and picture of solved puzzle• Reduce uncertainty around difficulty and time to completion
Jigsaw Puzzle as Prediction Logic • Establish goal: complete puzzle• Acquire resources: open box and get puzzle pieces• Analyze experience with puzzle building and design process for
completing puzzle
Jigsaw Puzzle as Prediction Logic • Measure progress and making adjustments by reviewing box
cover and revising plan• Project complete when all pieces connected to match picture
on box• Start with clear goal and follow linear process to
completion
Prediction Logic • Experience of assembling jigsaw puzzle• Established analytical approach • Tools, frameworks and processes for analyzing causes and
predicting effects of given event or action
Prediction Logic • Predict outcome of actions using observation, experience,
analysis and reasoning• Learn through rigorous analysis of causes and effects of situation• Decisions yield intended results
Prediction Logic • Like putting together jigsaw puzzle• Applicable in organizational situations in which goals
predetermined, issues clear, and data reliable and available• Six principles
Principles of Prediction Approach to Thought and Action1. Goals predetermined and achievable given known information2. Information known for rigorous analysis and testing3. Tools and frameworks guide decision-making
Principles of Prediction Approach to Thought and Action4. Optimal solutions identifiable within given set of constraints5. Risk minimized or mitigated6. Outside organizations seen as competitors and barriers to
future growth
Creation Logic • Crazy quilting • Combining irregular patches of fabric with little or no
regard to pattern or design• Design, shape, and colour of quilt depended not only on
knowledge and experience of quilters • Amount and type of fabric • Creativity
Creation Logic • Creation component of cognitive ambidexterity• Participants enter quilt-making room with little
information and few resources• Employ “means-focused” process - design quilt based on
available materials• Different from “prediction-oriented” process
Creation Logic • Self-select • Brings additional resources (fabric)• Quilt design emerge• New fabric force team to go in different direction• Creation approach – with each additional set of
resources pool of possibilities expands
Creation Logic• Action-oriented approach • New inputs (actions, information, and resources) expand
available opportunities• Teams co-create
Entrepreneurial Leaders• Use creation logic when future uncertain and unpredictable • Past information not predictive of future activity
Entrepreneurial Leaders• Bring to table different knowledge, resources, and networks• Take action and create opportunity by engaging these different
forms of capital• Six principles
Principles of Creation Approach to Thought and Action
1. If perceived resource needs beyond control, create something with what you have
2. When future unpredictable, create future by shaping opportunities
3. When operating with limited information, acquire information but expect and leverage surprises or failures
Principles of Creation Approach to Thought and Action
4. Optimal decision-making never possible in highly uncertain environments - “satisficing” to take swift action
5. Risk no longer inhibitor of entrepreneurial action6. Outside organizations, customers, and self-selected
stakeholders co-creators and not competitors
SEERS• Fundamentally different worldview of business and society• Understanding different value base for business• Social, environmental, and economic responsibility and
sustainability
SEERS• Navigate social, environmental, and economic value creation
and tensions and synergies • Engage social, environmental, and economic value creation
simultaneously not sequentially
SSA• Self and social awareness• Leverage understanding of themselves and social context to
guide effective action• Authentic and insightful understanding of own sense of purpose • Make effective decisions in uncertain and unknowable
circumstances
Management Education for Entrepreneurial Leadership
Current Management Education• Fall short in teaching entrepreneurial leadership• Too analytical • Focused on concepts and quantitative modelling• Not applicable to solving complexities of today’s unknowable
world
New Management Education• Use creativity, experimentation and action to harvest
opportunities• Emphasis on ethics and social responsibility • Develop entrepreneurial leaders with different worldview• Reflective of themselves and of world around them
New Management Education• Connect values and passions to inspire and create social and
economic opportunity • Increased emphasis on ethics, leadership, and corporate social
responsibility• Design thinking • Educating leaders who generate social and economic
opportunity in today’s unknowable environment• New paradigms
New Paradigm• Revise and reinvent management education and development • Mold entrepreneurial leaders who shape social and economic
opportunity
New Way of Thinking and Acting• Developing Cognitive Ambidexterity in Entrepreneurial
Leaders• Rely on varied complementary analytical approaches to
thought and action • Create and implement solutions socially, environmentally, and
economically sustainable
New Way of Thinking and Acting• Entrepreneurial leaders understand how and when to use
traditional analytical approaches - Prediction logic• Extension of scientific method • Protect against or control future through detailed analysis• Data mining, market research and traditional statistical
tools identify and develop opportunities
New Way of Thinking and Acting• Prediction approach applicable when goals predetermined,
issues clear, causes and effects understood, and data reliable and available• Uncertain future predicted and decisions made based on
predictions
New Way of Thinking and Acting• Entrepreneurial leaders find situations where novelty or
complexity limits predictive capabilities• Traditional cause-and-effect relationships unknown,• Not possible to gather appropriate data or use historical
trends• Apply different logic based in action, discovery, and creation -
creation logic
New Way of Thinking and Acting• Creation logic - future created, not predicted• Action generate data and insight• Examine who they are, what resources they have access to, and
New Way of Thinking and Acting
• Entrepreneurial leaders employ both creation and prediction logics • Cycling between two• Effectively innovate • Manage change
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