Four Blueprints for Ensemble Decision-Making

With the leaders of global organizations increasingly unable to individually grasp the full complexity of firms’ worldwide operations, the task more than ever falls to groups of leaders at the top. These groups of leaders must be diverse in expertise and experiences and yet also synchronized in directing global organizations. These two imperatives often lead to conflict, but leaders can overcome difficulties by forming “leadership ensembles.” Effective leadership ensembles are characterized by foresight and preemptive change, agility rather than fixed governance roles, and the application of synthetic intelligence. Research on top executives has yielded four blueprints for decision making that successful ensembles follow. “Incubators” value a cohesive corporate culture and emphasize cultural fit with any new addition. “Diplomats” allow flexibility between local businesses and headquarters. “Engineers” try to optimize organizational structures and processes and tie their firms together, as well as foster a single culture. “Directors” want decisions to be made by those closest to the operations. Global leadership ensembles can improve their decision making significantly by understanding which blueprint leaders prefer; continually assessing how their preferred blueprint helps or hinders the organization’s goals for global expansion; and understanding the connection between the blueprint and how the ensemble operates.

• Multinational Enterprises
• Expatriate Managers
• Corporate Culture
• Local Autonomy