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The Fast Path to Corporate GrowthLeveraging Knowledge and Technologies to New Market Applications$
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Marc H. Meyer

Print publication date: 2007

Print ISBN-13: 9780195180862

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780195180862.001.0001

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PRINTED FROM OXFORD SCHOLARSHIP ONLINE (oxford.universitypressscholarship.com). (c) Copyright Oxford University Press, 2021. All Rights Reserved. An individual user may print out a PDF of a single chapter of a monograph in OSO for personal use. date: 05 August 2021

Leading Teams to Growth

Leading Teams to Growth

Chapter:
(p.285) Chapter Thirteen Leading Teams to Growth
Source:
The Fast Path to Corporate Growth
Author(s):

Marc H. Meyer

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195180862.003.0014

The management framework and the templates that operationalize it are no more than a mental concept that, no matter how intellectually appealing, is totally useless until an individual with personal drive and organizational skill pulls together a capable team and implements it. After selecting its innovation and business development target, the Board must pick a project leader and then help build a winning team around that individual. Executives should know that their choice of team leader will make or break the effort, no matter how attractive the business and market opportunity. The debate regarding who should lead enterprise growth often leads to a conventional discussion of background and affiliations. One should be skeptical of formulas that dictate the characteristics of effective leaders, particularly when novel and integrative applications of company technologies are involved. This chapter presents and examines four key traits team leaders should have in common.

Keywords:   management framework, organizational skill, business development, Board, enterprise growth, traits, team leaders

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