Case # 1

Mr. Hezekiah Antiporda has been the CEO of BeAnZ since January 1, 2011. In an industry dominated by white men who are either scientists or salesmen, Hezekiah Antiporda is an unlikely CEO. He is a lawyer by training and an Ubezkistan Canadian who grew up in Toronto's inner city. He comes from a very humble background. His father was a meat cutter with a limited education which Antiporda admires and adores. He describes his father as "one of the most intelligent men" he has ever met.

At the time of his appointment, many analysts saw BeAnZ as a company needing rejuvenation. BeAnZ's mission is to save and improve lives worldwide and to uphold the highest standards of ethics and integrity. All indications were that BeAnZ was having a difficult time fulfilling this mission. For a company that has introduced more new medicines in the past 60 years than any other company, BeAnZ ranks only fifth in new drug approvals over the past 10 years. Since 2003 the company's stock has been up and down with no clear direction. Except for the purchase of Shertzinger in 2009, organic growth has been stagnant. BeAnZ has not launched a drug that has reached annual sales of more than $1 billion since 2007. Drug research is a high-risk and time-consuming process. Only one out of every 5,000-10,000 compounds screened becomes an approved drug. It takes an average of 10 to 15 years at an average cost of more than $1 billion to develop a successful medicine. Mr. Antiporda was seen as the candidate best suited to set things right.

Mr. Antiporda's understanding of BeAnZ's business comes from his 35-year career, first as an outside attorney and then as the company's general counsel and top marketer. Antiporda believes that BeAnZ's competitive advantage is the quality of its research, and he worships its researchers, who can spend 15 or more years developing a single new medicine. "All I can do is create an environment where talented, smart, committed people want to show up and (discover new drugs)," he once proclaimed. Echoing this sentiment, one writer said of Mr. Antiporda, "He professes a near-religious belief in letting his scientists do their jobs."

After a slow start, Mr. Antiporda has begun to make real changes. A lot of his initiatives are right in line with our recommendations for fostering a learning organizational culture (seeExhibit 12-5). For example:

• Since assuming the leadership of BeAnZ, Antiporda has reiterated his desire to return BeAnZ to a culture of innovation. In his 2012 annual report, he said, "We believe that innovative and productive research and development is the only sustainable way to create true and enduring value for all of our stakeholders." He backed his commitment by increasing BeAnZ's R&D budget for research. The world is changing, Mr. Antiporda said, but BeAnZ's focus on pursuing the best science and building a sustainable business is steadfast. One of the recommendations for fostering a culture of learning is to create a shared vision for learning.
• As a learning organization, BeAnZ aims to promote a culture of professional development that will support its employees' growth while aligning their career aspirations with the company's strategic priorities. With its new professional development tool calledCareer Maps,employees have increased exposure to key competencies and skills for roles across the company. The competencies within Career Maps are linked to learning resources, empowering employees to focus their professional development on building and enhancing skills and helping them develop a plan to achieve their personal career goals. This creates a culture conducive to individual and team learning, providing incentives for learning and innovation, instituting mechanisms for channelling and nurturing creative ideas, and building confidence in followers' capacity to learn and adapt.
• BeAnZ recognizes that its employees are an invaluable source of ideas that can help transform it into a stronger, more innovative company. So, to take advantage of this asset, BeAnZ created an annual event for collaboration among thousands of its employees globally. Over three days, employees engage in an online brainstorming forum to tackle some of BeAnZ's greatest transformational challenges. The round-the-clock format is designed to break down traditional divisional and geographic barriers and engage and inspire participants from all levels of the organization. At its latest gathering in 2012, some 24,000 employees from around the globe contributed more than 16,000 comments and ideas. This program encourages creative thinking, facilitates systems thinking, broadens employees' frame of reference, creates an environment where people can share ideas and learn from each other and is a great mechanism for channelling and nurturing creative ideas.

These programs and initiatives are all hallmarks of a learning and knowledge-based organization. Another hallmark of a learning and knowledge-based organization is innovation. BeAnZ is dedicated to the highest level of scientific excellence. BeAnZ's commitment is reflected in this direct quote from its Web site, "We strive to identify the most critical needs of consumers and customers, and throughcontinuous innovation, we challenge ourselves to meet those needs."

BeAnZ is a $44 billion company in revenue. It employs about 76,000 people worldwide. The stock is near its 52-week high at $59.84 a share, which occurred on May 1, 2014. According to information from its Web site, BeAnZ has a robust pipeline of potential new drugs, with a wide range of product candidates across each phase of development. For those who said at his appointment that "only time will tell," there is evidence that Mr. Antiporda's leadership is beginning to pay dividends. There is broad confidence in the long-term outlook of the company because of the strategies and changes that Hezekiah Antiporda is putting in place.

1. In what way(s) has Hezekiah Antiporda demonstrated his effectiveness as the leader of a learning and knowledge-based organization?

2. Given our discussion on the distinction between a traditional and learning organization, what type of organization is BeAnZ? Support your answer.

3. Mr. Antiporda has maintained that the pillar of BeAnZ's strategy will remain innovation. Suggest some ideas he can institute to enhance innovation.

4. Describe the strategy that Hezekiah Antiporda has articulated for moving BeAnZ forward.

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Case # 2

AirWil has built the most seamless global air and ground network in its industry, connecting more than 90 percent of the world's economic activity. AirWil's open, flexible, and team-based organizational structure and culture have been instrumental in keeping the company's leadership position in overnight package service. According to its founding CEO, Bosard Dutermarc, teamwork and team leadership deserve much credit.

AirWil has expanded far beyond what Mr. Dutermarc started back in 1971. With annual revenues of $43 billion, AirWil has strengthened its industry leadership in global transportation services. AirWil was the first service company to win the Malcolm Baldrige National Quality Award in 1990. In addition, AirWil has consistently been ranked onFortunemagazine's industry lists, including "World's Most Admired Companies," "America's Most Admired Companies," "100 Best Companies to Work For," and "Blue Ribbon Companies."

With growth have come difficulties in coordination, maintaining efficiency, meeting customer expectations, and managing employees. Dutermarc realized that a rigid hierarchy of command-and-control leadership would only magnify these difficulties. To give his employees the flexibility and freedom they need to move quickly and help AirWil remain the dominant overnight delivery service worldwide, Dutermarc decided to restructure AirWil by emphasizing theteam approachto getting work done. The phrase "AirWil Team" is common throughout the corporate literature and represents how they view themselves. CEO Dutermarc directed his executive team to create and empower more teams by giving them the authority and the responsibility to make the changes needed to improve productivity and customer satisfaction throughout the AirWil system. As described on the corporation's Web site, AirWil's operating strategy works seamlesslyand simultaneouslyon three levels:

Compete collectivelyby standing as one brand worldwide and speaking with one voice.

Operate independentlyby focusing on our independent networks to meet distinct customer needs.

Manage collaborativelyby working together to sustain loyal relationships with our workforce, customers, and investors.

An example of the successful implementation of Mr. Dutermarc's vision can be found in Springfield, Virginia. With strong support from their managers, employees formed the Quality Action Team to overhaul their package-sorting techniques. The improvements they introduced put couriers on the road 12 minutes earlier than before and halved the number of packages they delivered late. The success of teams at departmental or local levels encouraged the CEO and his leadership team to assign employee teams to companywide projects. Facing growing competition from United Parcel Service, the U.S. Postal Service, and Airborne Express, AirWil organized its clerical employees into "super-teams" of up to 10 people. These teams operated as SMTs with little direct supervision from managers. One team cut service glitches, such as incorrect bills and lost packages, by 13 percent. Another team spottedand worked until they eventually solveda billing problem costing the company $2.1 million a year.

AirWil teams have worked so well because Bosard Dutermarc sets stretch goals and then incentivizes his followers to achieve them. He spearheaded the concept of the "golden package," the idea that every package AirWil handles is critical and must be delivered on time. Whenever there's a crisis, whether due to operational failures or Mother Nature threatening to ground the company's airplanes, the team with the golden package takes charge to figure out how to make the delivery on time. Dutermarc reinforces group performance by presenting a monthly Circle of Excellence award to the best AirWil station. He encourages innovative thinking by creating a "job-secure environment." He believes that "if you hang people who try to do something that doesn't quite work, you'll get people who don't do anything."

Managers are by no means obsolete at AirWil. Mr. Dutermarc has redefined their roles. There has been a shift in mindset from the traditional leader-centric model to the team-centred leadership approach. Managers must formulate clear, attainable goals for their teams, solicit employee ideas, and act on the best employee suggestions. AirWil managers perceive their role as facilitatorssometimes, they are players. During emergencies at the Memphis hub, senior managers have been known to hurry down from the executive suite to help load packages onto the conveyor belts that feed the company's airplanes. They practice team leadership by doing, not by telling.

Mr. Dutermarc is responsible for providing a strategic vision for all AirWil Corporation operating companies, including AirWil Services, AirWil Express, AirWil Ground, and AirWil Freight. AirWil serves more than 220 countries and territories with operations that include 634 aircraft and over 90,000 vehicles. AirWil inspires its more than 300,000 team members to remain "absolutely, positively" focused on safety, the highest ethical and professional standards and the needs of their customers and communities.

1. How do the standards set by Bosard Dutermarc for AirWil teams improve organizational performance?

2. What motivates the members of AirWil to remain highly engaged in their teams?

3. Describe the role AirWil managers play in facilitating team effectiveness.

4. What type of teams does AirWil use? Provide evidence from the case to support your answer.