Transcript MOD I TimeLine - Babson College

The New Entrepreneurial Leader:
Developing Leaders Who Shape Social and Economic Opportunity
Presented by
Kate McKone-Sweet
2012 Faculty Orientation
By Danna Greenberg, Kate McKone-Sweet, & H. James Wilson
There is a call for management
education Reform
 Business environment growing more
complex & unknowable
From Higher Aims to Hired Hands
Why we need to change
“A plea for business schools to
discover their higher purpose...”
Managers Not MBAs
What we need to change—soft practices
I have written this book for all thoughtful
readers interested in management
education and practice: developers,
educators, managers, and just plain
interested observers. I mean this to
include MBA applicants, students and
graduates, at least ones who harbor
doubts about this degree. If what I write
here is true, then they especially should
be reading this book.
I have written this book…for readers
interested in management education and
for readers interested in management
itself. (Mintzberg)
The Future of the MBA
What we need to change--More Qualitative skills
The Future of the MBA provides a sorely
needed detailed and systematic review of
the major contemporary debates on
management education.
…It makes a striking new proposal that
managers need to develop a series of
qualitative tacit skills which could be
appropriately developed by integrative
curricula brought from different disciplines,
including sociology, philosophy, and other
social sciences. (Reviewer)
Rethinking the MBA
What we need to change-- cultural awareness and global
perspectives, creative and critical thinking,
In this compelling and authoritative
new book, the authors:
…Provide case studies showing how
leading MBA programs have begun
reinventing themselves for the better;
…Offer concrete ideas for how
business schools can surmount the
challenges that come with
reinvention, including securing faculty
with new skills and experimenting
with new pedagogies. (Reviewer)
What is needed in Management education?
 These experts simply call for management educators to
change their emphasis rather than to radically
reconsider what is the purpose of management
education.
 demand that management education be revised by introducing
more ethics, more leadership and teamwork, more cultural and
global awareness, and/or more integration across management
Today’s management education
disciplines.
needs to develop
 These changes are important and necessary but they
entrepreneurial leaders who can
are not visionary.
navigate their organizations
through the unknowable terrain
that categorizes today’s world.
Entrepreneurial Thought
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Ideas to Share
 How did we develop the ideas in this book?
 What are the three principles of Entrepreneurial
Leadership?
 What is an example of Entrepreneurial Leadership?
 What courses and activities help educate
Entrepreneurial Leadership?
 Where are we today?
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The Beginning: An Interdisciplinary Taskforce
 What does it mean to educate the next generation of
business leaders?
Against the backdrop of…
 Babson mission
 Babson College educates leaders who create great
economic and social value—everywhere.
 A recognized leader in the field of entrepreneurship and
entrepreneurship education.
 Taskforce developed white paper, faculty senate
approved the ideas in white paper ….integrate into
curricula
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The Big Idea
 Entrepreneurial Leaders
 Not entrepreneurship….but
 Leaders who both assess and act their way into new
opportunities that create value for themselves, their organizations,
and the wider society.
 Leaders who rely on a different way of thinking based on a
fundamentally different world view.
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Principles of Entrepreneurial
Leadership
COGNITIVE AMBIDEXTERITY
Creation & Prediction Logics
•Action-Based
•Analysis-based
•Small experimentation,
small wins
•Analysis minimizes
risk
•Works best in unknown
environments where no
data is available
•Works best in known
environments where
data is available
SEERS
•Social, environmental, economic responsibility &
sustainability
•Simultaneous not sequential approach
•Measuring, evaluating and cont. improvement
Self and Social Awareness
•Who am I? Passion, skills and interests
•Who do I know? Social networks
•Where am I? Cultural, political, historical view
•Consider purpose from multiple stakeholder
perspective
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Big Belly Solar: Entrepreneurial Leadership in Practice
COGNITIVE AMBIDEXTERITY
Creation & Prediction Logics
• Rethought the supply
chain
• Application of Solar
technologies
• Small scale
experimentation in Vail
•Analysis of financial
& environmental
benefits
SEERS
•
•
•
Driven by environmental, social, and
economic needs
Measuring impact in multiple ways
Providing a solution to an ongoing
environmental issue
Self and Social Awareness
•
Who am I? –environmentalist
•
Who do I know? Olin Engineers
•
What is my context? Defines initial
customers, Sold on economic benefits
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FME:
Exemplar of Teaching Entrepreneurial Leadership
 FME: Foundations of Management Education
 A yearlong immersion course in which student teams invent,
develop, launch, manage, and liquidate a business.
 Redesign to focus on entrepreneurial leadership
 Cognitive ambidexterity:
 Build business in a circular model of exploration and action
 SEERS:
 From philanthropy to shared value creation
 SSA:
 Connecting self and contextual understanding to building a
business
 Increased partnership with rhetoric and liberal arts
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Off-shore elective in Ghana:
Exemplar of Teaching Entrepreneurial Leadership
 Course Design
 Co-taught by liberal arts &
management faculty
 Formal learning pre-, post-, and during
trip
 Learning entrepreneurial leadership
 SSA: Encounter an unfamiliar social &
economic context
 SEERS: Learn that economic
rationality, marketing success,
financial management are cultural
contingent
 Cognitive Ambidexterity: Working in
situations without data
“Seeing is believing…”
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Co-Curricular Activities--Living Entrepreneurially:
Exemplar of Teaching Entrepreneurial Leadership
 The Green Tower
http://www.babsongreentower.org/
 Dedicated to a sustainability way of life and
doing business
 Entrepreneurial Leaders
 Sustainability initiatives on & off campus
 Bicycle sharing program, Tray-less
lunches, vegetable garden
 Activism
 Supporting green business development
 Green rocket pitch, green exchange store
 Earthworm Soil Company
 TopSprouts
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Curriculum Integration Process
 Curricula development
 Themes, not concepts, that need to be integrated into core and
elective courses…as appropriate
 Guiding principles of graduate and undergraduate redesign
 Involving management & liberal arts programs
 Creating “signature learning experiences”
 Leveraging relationships with other colleges
 Co-Curricular support
 Living entrepreneurship model for student development
 Betsey Newman’s dissertation will focus on this
 Individual faculty champions
 Engaged 23 faculty members in this book project
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QUESTIONS & ANSWERS
For more information, go to www.newleaderbook.com or purchase the book through
Amazon
The New Entrepreneurial Leader: Developing Leaders Who Shape Social and
Economic Opportunity by Greenberg, McKone-Sweet and Wilson
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