Leading into strategic growth: building capability at Global Suppliers

Abstract

Purpose The Global Suppliers leadership capability model (GSLCM) answers essential questions emerging from a strategy development framework in which leaders uncover their assumptions, test those assumptions in the marketplace, and learn from failure and success in an iterative cycle. The purpose of this paper is to explore Global Suppliers’s approach to implementing the GSLCM and examine how its leaders have adopted and applied the model. Design/methodology/approach The primary method of data collection in this single, descriptive case research design was interviews with leaders across Global Suppliers. Findings Results revealed adoption occurred through extensive sensemaking and several methods of knowledge transfer, including storytelling and teaching assignments. Manner of application varied under three themes: development of the self and others, performance management, and creating new paths. Three recommendations to promote further adoption and application emerged: align rewards and recognition, share stories across the enterprise, and embed processes and systems. Research limitations/implications This study was broadly intended to discern the processes and activities occurring as leaders became exposed to, explored, and integrated the GSLCM, data that was of immediate, practical significance to Global Suppliers in fueling its strategic reorientation. With this focus, treatment of the literature and extant theory was abbreviated. Further, as a single case study research design, generalizability was restricted. Originality/value Results provide a compelling, intimate portrait of a worldwide organizational effort to synergize leadership and strategic growth capabilities using a chiefly emergent approach. This illustration thus makes a unique contribution to the leadership development, organization development, and change management literature streams.

Improving leadership from the inside out

“…The article “Leading into strategic growth: building capability at global suppliers” by Hysmith, (2017) presents an insightful approach to the rollout of a well-meaning, but ultimately troubled, model for developing leadership capabilities at a major organization. Unlike many academic articles, it not only shows how the implementation failed and succeeded using a case study approach but also offers very practical recommendations for other HR managers to learn and ensure a more successful approach.…”