Location matters more than leaders
Print Edition
In their 1982 book 鈥淚n Search for Excellence鈥 Tomas J. Peters and Robert H. Waterman showed us what differentiates successful companies from the rest. Their analysis was compelling because it could be used by companies and executives to foster eight skills that make companies grow faster and more profitable. These eight characteristics of winning firms include quick decision making, closeness to customers, entrepreneurship, employee satisfaction, and a lean and simple organization.
Business schools give a lot of attention to these leadership skills that guarantee impact: impact on performance, impact on team effectiveness, impact on the firm鈥檚 attractiveness for talent. An assumption that underpins our approach is that all these are under the control of the firm. That is why we devote so many sessions to teach entrepreneurship, to show executives how to be more agile and to be customer centric.
However very often these drivers of success depend enormously on the external environment and the institutional context. For example, fast execution must take into account that companies interact with regulators, non-governmental organizations, the media, customers and suppliers. And these relationships are shaped by national culture and the political system.
Innovation may be partly driven by the individual vision and skills, but it is more often shaped by institutional conditions. WeWork became one of the most valuable start-ups in the world as its founder, Israel-born Adam Neumann, was trying to satisfy the needs of other small start-ups for space. Israel, once referred to as 鈥渢he land of milk and honey鈥 is nowadays known as the 鈥渟tart-up nation.鈥 But such a successful ecosystem comes from the combination of a strong and well-developed venture capital market, a highly-skilled workforce, and a flexible economy.
Finally, agility and organizational simplicity explain the stellar performance of some digital companies. By the way, one of the reasons why most digital platforms are concentrated in countries outside Europe is that in Europe there is a myriad of regulations that digital companies have to comply with, and the type of state support that other technology companies have been receiving from the public sector for decades is missing.
We usually give too much importance to individual characteristics, leadership skills and strategic choices in order to explain why companies fail and succeed. But 80 percent of a company鈥檚 result (as my research has shown) are determined by location. If you are lucky enough to be born at the right time in the right place, chances are you will be a successful entrepreneur.
Arturo Bris is professor of finance at IMD. Copyright: IMD.
- About Us
- |
- Terms of Use
- |
-
RSS - |
- Privacy Policy
- |
- Contact Us
- |
- Shanghai Call Center: 962288
- |
- Tip-off hotline: 52920043
- 娌狪CP璇侊細娌狪CP澶05050403鍙-1
- |
- 浜掕仈缃戞柊闂讳俊鎭湇鍔¤鍙瘉锛31120180004
- |
- 缃戠粶瑙嗗惉璁稿彲璇侊細0909346
- |
- 骞挎挱鐢佃鑺傜洰鍒朵綔璁稿彲璇侊細娌瓧绗354鍙
- |
- 澧炲肩數淇′笟鍔＄粡钀ヨ鍙瘉锛氭勃B2-20120012
Copyright 漏 1999- Shanghai Daily. All rights reserved.Preferably viewed with Internet Explorer 8 or newer browsers.
