Book contents
- Frontmatter
- Contents
- List of figures
- List of tables
- Foreword
- Preface
- List of abbreviations
- 1 Introduction
- 2 Why a consistent emphasis and approach for new business creation is beneficial but difficult to achieve
- I The business environment
- II The management culture
- III The corporate executives
- 7 The bigger-is-better corporate philosophy
- 8 The small-is-beautiful corporate philosophy
- 9 New business creation challenges for corporate executives
- 10 Guidance and coaching by the DGM's boss and support and challenge by the controllers
- IV The division general manager
- V The division and its top management team
- VI Putting it all together
- Notes
- Bibliography
- Index
10 - Guidance and coaching by the DGM's boss and support and challenge by the controllers
Published online by Cambridge University Press: 22 September 2009
- Frontmatter
- Contents
- List of figures
- List of tables
- Foreword
- Preface
- List of abbreviations
- 1 Introduction
- 2 Why a consistent emphasis and approach for new business creation is beneficial but difficult to achieve
- I The business environment
- II The management culture
- III The corporate executives
- 7 The bigger-is-better corporate philosophy
- 8 The small-is-beautiful corporate philosophy
- 9 New business creation challenges for corporate executives
- 10 Guidance and coaching by the DGM's boss and support and challenge by the controllers
- IV The division general manager
- V The division and its top management team
- VI Putting it all together
- Notes
- Bibliography
- Index
Summary
This chapter examines how the DGM's boss and the controllers influence new business creation (Table 10.1).
The DGM's boss (typically a GVP) has the difficult task of providing guidance and coaching for the DGM without this being perceived by the DGM as corporate interference. It is a tall order, particularly when the DGM is engaged in new business creation, because the inherent uncertainties make it impossible to be sure who is correct or what the right thing to do is.
Ineffective guidance and coaching by the DGM's boss
DGM Buddy March of 3M Micrographics said he would have benefited from guidance and coaching from his boss, particularly during his early years as DGM:
I would have liked to have a GVP who was a leader, a patriarch, who kind of guides you through the tough waters. I think the GVP should be well enough rounded, having been a general manager and so forth, so that he can help his general managers where they are weak. I would have liked, I think, more counseling and coaching on negotiations. And I would have liked more encouragement for some of the things I wanted to do — sometimes I was a little nervous. I came up through the technical route. And it took me a long time to be comfortable with marketing and sales, because I basically learned on my own.
- Type
- Chapter
- Information
- Corporate EntrepreneurshipTop Managers and New Business Creation, pp. 133 - 146Publisher: Cambridge University PressPrint publication year: 2003