In- depth AnalysisA trip back to everything we have learnt...

Higher Ambition Leader

• Ability to build strong corporate cultureCulture

• Strong analytical ability• Far-sightedStrategy

• Active engagement with all levels• Attention to feedbackCommunication

• Ability to nurture mutual trust and cohesiveness within the teamGroups and teams

• SimplificationOrganizational structure

• Ability to motivate people by self-actualizationMotivation

Higher Ambition Leader’s abilities and qualities:

Strong Weak

Characteristics of strong culture:• A community of shared purpose• Leader’s values deeply and widely held

Benefits of strong culture:• Strong staff commitment• Higher working incentive• Distinctive company image

• Ability to build strong corporate cultureCulture

Culture

“The value of some companies is just to make money and you cannot talk about broader issues there because you would come across as odd.” Anders Dahlvig

Strategy

• Assess company and industrial situation• Set long-term and sustainable strategies• Strategic identity

“... spend more time in the boardroom looking at long-term issues and build a sustainable business with a good reputation. We would do a better job for shareholders if we were concentrating more on the long term."

Anders Dahlvig

Communication• Different communication networks:

Chain Wheel Organic

• Direct and efficient Reduction of noise

“We encourage people to move around and interact, walls segregate people and keep them apart.”

Nick O’Donnell

Groups and Teams

• Build productive relationships among employees

• Unified Commitment• Mutual trust and respect• Improve employees collaborative skills

and cohesiveness• Allow higher degree of autonomy

“... People must feel comfortable working directly with others, outside traditional lines of command, so that decisions don't continually get bumped up the hierarchy. They need to be able to appreciate different points of view, working styles, and national cultures, and to build relationships within a company that are strong enough to transcend those differences.”

Peter Sands, CEO of Standard Chartered Bank

Organizational Structure

“Now let’s concentrate on the problem instead of chasing internal organigrams and tree diagrams. By keeping it (organizational structure) simple, ensuring that the shared objective to be achieved.”

Leif Johansson, CEO of Volvo

Motivation

• Hierarchy of Needs (Maslow)

“IKEA pays in the mid-range of salaries because we want people to come to IKEA for other reasons than money. You want a decent salary but beyond a certain level it does not matter any more.

Anders Dahlvig, former CEO of IKEA

Food for thoughtHmmmm.....

SUCCESSFUL LEADER =

HIGH AMBITION LEADER?

High

ambitio

n leaderSuccessful leader

Short term economic success

Successful leader

High Ambition Leader

Value align with

community

Long term vision to

build C.A.

Case Example: Ikea India Case

• fast-growing country of around 1.2 billion people

• but  51% restriction on foreign direct investment in 2010

Case Example: India Case

Case Example: India Case

• Indian Commerce Ministry announced it will approve foreign companies that sell products under a single-brand name in Janurary,2012

Case Example: India Case

Case Example: India Case

Consider from organization sources of advantage, which

is to keep ownership.

Aim for very long term return, which fit company’s

goal for “creating better everyday life for many”

Take time to develop reliable supply chains inside

India.Instead, focus on Russia

and China market.

Consider social value with expansion in India.

High ambitious leader

DOES HIGHER AMBITION LEADER

APPLY IN EVERY COMPANY?

Why can’t HAL apply in every company

Company’s business and

product

Negative Impact on

society Some company’s products and business make it a destiny that a high ambitious leader can never apply.

WHY ARE THERE SO FEW OF THESE

HIGHER AMBITION LEADERS?

Captured by a thinking that business starts and ends with economic

values

Defined business as shareholders’ value

More information and open in financial and capital market

Focus primarily on short-term quarterly earnings, with very little emphasis on

any other goals.