MANAGING THE ENTERPRISE

MGMT-560 – NICK LOVEGROVE

EARLY STAGE
ENTERPRISE
MANAGEMENT
CLASS #2

2
What this course is about

What do I need
to do in order to
build and sustain
a successful
ENTERPRISE?
This course will be…..
• Integrative

• Forward-looking

• Externally engaged

• Focused on people
Key Course Topics
1. Management and
Innovation
2. Organization Design & Agile
3. Managing Change &
Integration
4. Managing Performance and
Motivation
5. Recruiting, Inspiring &
Developing People
6. Managing with Purpose
 Core premises of this course
1. Good and bad management matter - a lot.

2. Management innovation is as important (and

difficult) as product and service innovation.

3. Managers need to lead and leaders need to

manage
 Individual Assignment #1
Reflect upon an enterprise in which you have
previously worked. Drawing upon the key
concepts and frameworks in this course, prepare
a memo for the CEO (or equivalent), outlining:
• Your assessment of current management
effectiveness
• Your specific recommendations to improve
management effectiveness

Max. 1200 words (with optional 4 charts)

DEADLINE: September 17 @ 11.59 pm.
Deep Dives on Three Enterprises
 Reframing Organizations
Bolman & Deal
2017, 6th Ed.

Four Frames:
• Structural
• Human
Resource
• Political
• Symbolic
 Structural Frame
• Roots: sociology, management science

• Key concepts: goals, roles (division of labor),

formal relationships

• Central focus: alignment of structure with

goals and environment
 Human Resource Frame
• Roots: personality and social psychology

• Key concepts: needs (motives), capacities

(skills), feelings

• Central focus: fit between individual and

organization
 Political Frame
• Roots: political science

• Key concepts: interests, conflict, power, scarce

resources

• Central focus: getting and using power,

managing conflict to get things done
 Symbolic Frame

• Roots: social and cultural anthropology

• Key concepts: culture, myth, ritual, story

• Central focus: building culture, staging

organizational drama
The RPP Framework
4 Aspects of BlackRock’s
Development
1. Building the enterprise

2. Securing scale through mergers

3. Diversity as a “strategy for success”

4. Managing with purpose

Larry Fink
 Today’s Questions
• What are typically the challenges of early stage
enterprise management? And how did BlackRock
meet them?
• How did BlackRock manage innovation in a well-
defined and established sector?
• How did the founders’ management approach differ
from the standard approach in the industry?
• How did the founders, as managers, promote and
support profitable innovation?