Virgin Corporate Strategy Case Study
Leadership
This case study provides an opportunity to explore the person-organisation (fit with the culture of the organisation) interface (the place, situation, or way in which two things or people act together or affect each other or the point of connection between things). From a developmental point of view, it examines the making of an entrepreneur. The case also allows for an exploration of the vicissitudes (unexpected changes, especially in somebody's fortunes) of leadership. It looks at effective leadership in the context of a high performance organisation and, finally, incites discussion about planning for the future of an entrepreneurial organisation, in particular using a brand to enter new, unrelated markets.
Leading by Design
Identifying and optimizing leadership capabilities
Issues: Transformational activities cannot occur without a dynamic and focused leadership. A number of distinct but complementary capabilities are needed to be an effective breakout leader. These are positive, negative, conceptual, creative and relational capabilities. It is rare that any one person possesses all five capabilities. What is important therefore is that a top leadership team successfully combines all five capabilities and deploys then in the formulation and implementation of strategy. In this way they can ensure that their companies rapidly and decisively breakout of their industry context to establish fast track business growth.
The House that Branson Built: Virgin’s Entry into the New Millennium
Briefly identify the key components of Virgin’s corporate strategy. What made Virgin so successful and a breakout company? How would you describe Branson’s leadership style and philosophy?
Could Virgin have succeeded without Richard Branson’s unique entrepreneurial flare and leadership capabilities?
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DP: Big companies like Kodak and Polaroid face very unique problems in that their entire business models
This case study provides an opportunity to explore the person-organisation (fit with the culture of the organisation) interface (the place, situation, or way in which two things or people act together or affect each other or the point of connection between things). From a developmental point of view, it examines the making of an entrepreneur. The case also allows for an exploration of the vicissitudes (unexpected changes, especially in somebody's fortunes) of leadership. It looks at effective leadership in the context of a high performance organisation and, finally, incites discussion about planning for the future of an entrepreneurial organisation, in particular using a brand to enter new, unrelated markets.
Leading by Design
Identifying and optimizing leadership capabilities
Issues: Transformational activities cannot occur without a dynamic and focused leadership. A number of distinct but complementary capabilities are needed to be an effective breakout leader. These are positive, negative, conceptual, creative and relational capabilities. It is rare that any one person possesses all five capabilities. What is important therefore is that a top leadership team successfully combines all five capabilities and deploys then in the formulation and implementation of strategy. In this way they can ensure that their companies rapidly and decisively breakout of their industry context to establish fast track business growth.
The House that Branson Built: Virgin’s Entry into the New Millennium
Briefly identify the key components of Virgin’s corporate strategy. What made Virgin so successful and a breakout company? How would you describe Branson’s leadership style and philosophy?
Could Virgin have succeeded without Richard Branson’s unique entrepreneurial flare and leadership capabilities?
---------------------------------------------------
DP: Big companies like Kodak and Polaroid face very unique problems in that their entire business models