Be Big, Act Small: What Established Organizations Need to Learn from Start-Ups
Companies are hungry – for innovation, talent and competitive advantage. To win the war for all three, smart organizations of every size, from global giants to small shops, are increasingly embracing a more entrepreneurial approach to business. However, most people believe entrepreneurship in large organizations is an oxymoron; that they are systematically incapable of exploiting current assets while also stimulating the risk-free exploration that help make start-ups successful. Len Schlesinger not only insists it’s possible, he says it’s vital. He discusses strategies for building, managing and sustaining the agility and adaptability required to thrive, as well as the leadership approach needed to nurture a more entrepreneurial culture. He also shares specific examples of companies doing it right. Those doing it wrong (or not at all) risk going out of business or becoming shadows of their former selves.
In a Service-Economy, Leadership is Competitive Advantage
Globalization, advancing technology and constant, instantaneous communication are forcing organizations to seek competitive advantage by placing emphasis on a factor not as easily copied as price or product – the quality of service. Len Schlesinger – co-author of the landmark books The Service Profit Chain and The Value Profit Chain, one of the first to recognize and define the service economy evolution – draws from new data, new company stories and new CEO insights to discuss the foundation of a powerful, strategic service vision, and offers best practices for building and managing a sustainable service profit chain in today’s world.
To Thrive through Uncertainty, Think and Act like an Entrepreneur
In today’s climate of social and economic uncertainty, traditional approaches to problem-solving no longer work. The future of business, according to Len Schlesinger, requires entrepreneurial thinking – and acting. Drawing from his experiences leading two industry leading public companies and most recently Babson College, renowned for its pioneering entrepreneurship programs, Schlesinger explores how entrepreneurial activity steeped in experiential learning can transform the way leaders – and their organizations – move forward in the face of unpredictability. And contrary to conventional wisdom, he also believes entrepreneurs are made, not born. He explains how entrepreneurial thinking can be taught to anyone.
A Global Strategy for Education
Much of business education is based on the assumption that the future will be very similar to the past. Clearly, however, the world is growing increasingly unpredictable. Is education doing the job it needs to for businesses? Former Babson College President Len Schlesinger doesn’t think so. In this presentation he dissects his perspective and offers recommendations for how the education system can catch up with the changed – and still changing – reality of how jobs are created, both domestically and globally. The fact is, he says, entrepreneurship will continue to be the most powerful force for social and economic value creation; this must be reflected across education, from how we teach young children through to the structure of universities and the courses business schools offer skilled managers. It is a practice that, like law and medicine, can be codified, developed and taught. Schlesinger explains how.