GM Overview Burnett

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Information about GM Overview Burnett
Entertainment

Published on December 23, 2007

Author: Lilly

Source: authorstream.com

Slide1:  Lessons from 50 Years of General Management Education Professor Stephen Burnett Kellogg School of Management Northwestern University Don’t Kid Yourself::  Don’t Kid Yourself: General Management is NOT just a higher form of functional management. Don’t Kid Yourself::  Don’t Kid Yourself: General Management is NOT just a higher form of functional management. Complexity, ambiguity and conflict are your friends! Complexity, ambiguity and conflict are your friends!:  Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Complexity, ambiguity and conflict are your friends!:  Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Complexity, ambiguity and conflict are your friends!:  Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Complexity, ambiguity and conflict are your friends!:  Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Complexity, ambiguity and conflict are your friends!:  Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Complexity, ambiguity and conflict are your friends!:  Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Too much of the wrong information Complexity, ambiguity and conflict are your friends!:  Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Too much of the wrong information Manage by asking questions and setting examples Complexity, ambiguity and conflict are your friends!:  Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Too much of the wrong information Manage by asking questions and setting examples Functional expertise is of little value (immediately outdated) Complexity, ambiguity and conflict are your friends!:  Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Too much of the wrong information Manage by asking questions and setting examples Functional expertise is of little value (immediately outdated) Self-aware and confident to staff to weaknesses but not arrogant Complexity, ambiguity and conflict are your friends!:  Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Too much of the wrong information Manage by asking questions and setting examples Functional expertise is of little value (immediately outdated) Self-aware and confident to staff to weaknesses but not arrogant Mr./Ms. Outside and Inside Complexity, ambiguity and conflict are your friends!:  Complexity, ambiguity and conflict are your friends! Overall responsibility for strategy and P&L performance Conceptual skills and action orientation mandatory Manage at the interface of conflicting functions Must manage today’s business while preparing for tomorrow’s Develop managerial talent while managing business risk Too much of the wrong information Manage by asking questions and setting examples Functional expertise is of little value (immediately outdated) Self-aware and confident to staff to weaknesses but not arrogant Mr./Ms. Outside and Inside Passion for the task, NOT just the money and prestige Complexity, ambiguity and conflict are your friends!:  Complexity, ambiguity and conflict are your friends! “SO, you want to be a general manager…”

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