The Services Company

Lead. Clearly demonstrate your leadership. Change, for the better, your career or your organization or both.
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Lead. Clearly demonstrate your leadership.
Change, for the better, your career or your organization or both.
Prepared by Josu R. Batista
December 11, 2003

Leadership and shared vision are key components of successful organizations and
enterprises throughout the history of mankind. At least once in every persons lifetime there is a
palpable opportunity to become leaders, to set the direction for organizations large and small.
Of course, identifying the opportunity is the initial challenge. How do we know a given
organizations is lacking visionary leadership? What steps can one take to gain the trust and
support of the organization stakeholders? Once the shared vision is created, how can the
organization implement it and create a sustainable self-improving process? The following real
case will illustrate the key components of assuming a leadership position, getting support from
key stakeholders in the organization and creating a learning, visionary organization.
Highmark Services Company (HSC), often referred as the Services Company, is part of
Highmark Life & Casualty Group (HLCG), a wholly owned subsidiary of Highmark Inc. With
7.4 billion in revenue during 2002 and more than 11,000 employees, Highmark Inc., based in
Pittsburgh, Pennsylvania, provides a range of insurance products to approximately 23 million
members nationwide. The company's mission, as it was established 65 years ago by its
predecessor organizations, was to provide the community with the security of health insurance.
Now, Highmark strives to maintain that security while also providing services, resources and
programs to help people live longer, healthier lives. Within the scope of that vision stands
Highmark Life & Casualty Group, a provider of life, disability, stop-loss, and workers
compensation packages. Like many other subsidiaries of Highmark Inc., the purpose of HLCG

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is quite straightforward: be profitable, sustain growth, and support the parent company
financially. Four companies comprise Highmark Life & Casualty Group: Highmark Life
Insurance Company, Highmark Casualty Insurance Company, Highmark Life Insurance
Company of New York, and Highmark Services Company. Highmark Services Company is the
smallest of the four companies and for many years it has provided Health & Welfare
Administration, Medical/Dental/Vision Claims Administration, Medicare Supplemental, and
COBRA services nationwide. With approximately 60 employees, HSC generated revenues of
$14.5 million during 2002. None of the Services Companys lines of businesses has been of
major priority to HLCG. The Dedicated Units (Health & Welfare Administration) and COBRA
were the first line of businesses offered by the Services Company when it started operations as
Pen-Well in the mid 1980s. The original business model was to provide customized employee
benefit administration plans to the mid-size and large employers in the Western Pennsylvania
region. Custom software applications and effective business processes were developed to
accommodate increasing demand for retiree billing, flexible spending, COBRA administration,
and other benefit plan administration services. The customer service focus and highly
customized applications caught the attention of Highmark Inc. resulting in the acquisition of Pen-
Well in the late 1980s, placing the company under the umbrella of HLCG. The key application
used to run the COBRA administration and the Dedicated Units (Health & Welfare
administration) were developed in-house using custom RPG code in the mid-1980s. It did not
take too long for the sales representatives at Highmark Inc. to realize that the Services Company
was available to provide the kind of customized service a sales person often needs to close the
deal. As expected when leadership and vision are non-existent, the customer base for the
Services Company grew rapidly with minimal plowing back of profits and no capital investment

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at all. To accommodate the new customers demands for custom applications and specialized
benefit plans, the Services Company could not evolved into a fast, lean, effective organization.
Instead it morphed into a mesh of disparate, often redundant applications, programs, processes,
and business units immersed in manual processes to accommodate and fulfill customers
expectations and promised services. Managers and employees of the Services Company were
so busy sawing, to the point that they did not have time to sharpen the saw (Covey).
There was no time for strategic thinking or planning. There were no vision, mission, or goals. It
seems that the only mission of the Services Company was to support the parent by providing
high quality personalized services with minimum reinvestment. Years of senior management
neglect had created a negative perception within the organization about the Services Company.
Their perceived reality was that HSC was not pulling their weight, nor keeping up with the
dynamic demands of the times. The Services Company just existed; and with every year that
passed by, the chances for a turnaround became almost extinguished.
In the midst of that pathetic landscape, a remarkable series of events brought some hints
of hope to the Services Company. In 1997, I joined HLCG as a software programmer for the
Information Systems department at HLCG. Around the same time, rapid changes in
management were happening within the IT organization. A new CIO, Chuck, arrived with a
unique management philosophy about the role of the IT organization. Around the same time,
Matt also joined the IT organization as a business analyst. Chuck was the visionary type of
leader. To his credit, he restructured the IT organization to the organization structure that still is
today. From Chucks point of view, the IT organization was a powerful driver of change and
innovation or the entire enterprise. To make the IT organization more effective, Chuck divided
the IT into six distinct inter-related offices: Relationship Management, Project Management,

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Planning and Architecture, Client Services, Deliverables, and Operations. The most promising
of the offices, from the point of view of providing leadership and direction was the Relationship
Management (RM) office. The intention was for the RM office to become the liaison between
the business units and IT. Among its critical functions was to analyze business needs and
requirements, negotiate deliverables and deadlines, coordinate efforts between business areas and
each one of the other offices within the IT department. Basically, the RM office was at the
forefront, representing IT before all the HLCGs business areas. Matt had the experience and the
ability to manage perception to position himself as the manager of the RM office. I joined the
RM office formally in 1999, reporting directly to Matt. As Matt rose within the organization to
become the CIO in 2001, I became the relationship manager of the back-office applications,
another name for the Services Company. On a daily basis I interacting directly with all the line
of businesses in the Highmark Services Company key business areas, always involved in every
major project undertaken by the organization. I also interact closely with other business areas in
the organization such as Finance and Claims. Within the IT organization, I work closely with
members of the Project Management Office, IT Delivery, LAN administration, Client Services,
and Operations.
Since I started to work directly with the Services Company as an IT Relationship
Manager, I have been an advocate for the organization, pushing for the implementation of
several technology improvements aimed to improve efficiency and eliminate manual
workarounds. Although most of the innovation and improvements I was conceiving were
technical and IT focused, I also started to idealize several mental models based on my
interpretation of the kind of organization the Services Company should be. As I became more
familiar with the realities of the Services Company, I realized that I do not want to be just my

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position as a member of the IT department; instead, I want to be more involved and committed
to help the organization to achieve and sustain excellence. That process has been extremely
frustrating because the lack of senior management commitment in helping the Services Company
to live up its potential. For example, when Highmark Inc. had the opportunity to acquire
Medicare Supplemental Claims Processing business, the immediate choice was to use the
Services Company. Given the high productivity of the Services Company, the parent saw an
opportunity to basically subcontract the administration to the Services Company at a lower cost
per members than the cost of performing the administration by themselves. That was a windfall
for the Services Company. All the sudden, a large revenue source was available for the
organization to improve technology, streamline processes, retain and acquire skilled workers,
and sustain growth via marketing and sales strategies. Instead, management at Highmark Life &
Casualty Group and Highmark Inc. seized most of the new cash flow from the Services
Company and channeled to other business areas. A significant portion of the Services
Companys revenues has been used to pay for operational expenses at other companies within
HLCG. In addition, the Services Company has financed a very costly and questionable project
aimed to reengineer the claims and underwriting business units, which is not of any benefit to the
Services Company. As before, the Services Company has not received the attention from
management as a viable and sustainable business. Moral is low among managers and employees,
who are cynical and pessimists about the future prospects of the Services Company. It is
common for employees at the Services Company to create their own manual work-around tricks
to overcome the limitations and challenges they face on a daily basis. From the financial point of
view, the Services Company has been treated as a cash cow with no reinvestment strategy and
no vision to improve its services and its scope of influence within the organization. Despite such

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negative obstacles, the Services Company manages to bring revenue and the IT department has
been key supporter by assisting the business areas to reengineer many of the functions resulting
in quantifiable productivity improvements. I deeply believe that much more can be done for the
Services Company organization and its people if the appropriate leadership principles are applied
and a shared vision is developed.
What appeared to be a promising development occurred on June 2003. The new CEO of
Highmark Life & Casualty Group, Dan Lebish, formally announced the creation of Product
Teams. According to the formal corporate bulletin, a product team is a cross-functional group
of individuals consisting of Product Co-Champions and business unit representatives who will
help to shape the direction of HLCGs products and services. Members of the team will have an
exciting and challenging opportunity to take HLCG to the next level. Lebish also added
activating these Product Teams is a major step that moves us further toward achieving our
corporate goals and objectives. A total of six different Product Teams were activated:
Employer Stop Loss, Life, Disability, Workers Compensation, Worksite (Voluntary), and TPA
(Services Company). I was assigned as a representative for the IT department to the TPA
Product Team. I saw the TPA Product Team as the perfect opportunity to finally bring the
Services Company to the spotlight. However, from the very start I got the perception that the
TPA Product Team was doomed to failure. Finances George was named the Product Co-
Champion Business Leader. An experience accountant, George could not helped to bring with
him the narrow focused and bottom-line approach characteristic of his trade. Another key blow
to the success of the team was the assignment of Marie, Director of the Services Company, as a
team member representing the business operations. Marie has the tendency to not consult her
operational managers who perform the day-to-day activities within the units and have first hand

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knowledge and understanding of the Services Companys customers, trends, needs, and market
conditions. The final blow came in the form of the approach and methodology the team use to
analyze the business areas within the Services Company. Basically, there was no methodology
at all. Since George was the team Co-Champion, the team tilted to a purely financial approach,
with sales projections, revenue and profits analysis and other quantitative approaches. Again,
going beyond my position, I suggested to the team to use Afuah & Tuccis approach of using
business models as a way to analyze businesses. To aid the process, I prepared a summary
document describing the business model methodology. Basically, Afuah & Tucci use eight
components to describe a business model: customer value, market and customer scope, pricing,
revenue sources, connected activities, implementation, capabilities, and sustainability. Using
the business model approach was a very tough sale, but I succeeded in explaining the basic
concepts to the team, provided examples, and facilitated some of the business model analysis for
the COBRA unit. To my dismay, the Product Development department came up with its own
version of the standard methodology to use, which was basically a Microsoft Power Point
presentation template. I pleaded my case to no avail: a presentation document is just that, a
presentation document, not a how to methodology to analyze a business area.
It is evident that our organization suffers of what Dr. Peter Senge calls a learning
disability in his book The Fifth Discipline. Despite the evidence of irreversible changes in
society and the economy, management at HLC has failed to recognize impeding threats
impacting the Services Company, understand the implications of those threats, or come up with
alternatives. Our organization has survived, but never lived up to its potential. In the midst of
mediocrity, the organization has symptoms of being a poor learner. The first palpable evidence
of the learning disability affecting the Services Company is the perception most of the workers

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and managers have about their jobs (Senge). As Dr. Lance Kurke explained in his Leadership
class at Duquesne Universitys School of Business, when asked what they do for a living, most
people describe the tasks they perform every day, not the purpose of the greater enterprise in
which they take part (Kurke). For mot people in the Services Company, the answer is I am my
position. Of course, when people and organizations focus only on their positions, they have
little sense of responsibility for the results produced when all positions interact (Senge). Such
attitude is a key obstacle on our ability to learn as an organization. Since most of the managers
and employees of the Services Company are just focus on their positions, when actions have
consequences that come back to hurt them, they misperceive these new problems as externally
caused. It is like saying, the Enemy is Out There. It is common to hear remarks like, the
parent company is doing this to us, or information systems is the one responsible for what
happen, or even, the sales department is not doing its job. There is also the illusion of taking
charge by creating the Product Teams for each one of the lines of business, including the
Services Company. As Dr. Senge says, proactiveness is often reactiveness in disguise. True
proactiveness comes from seeing how we contribute to our own problems. It is a product of our
way of thinking, not our emotional state (Senge). As opposed to true proactiveness, our
organization fits the pattern of being fixated on events. Most people in our management team do
not acknowledge that threats to our organizational survival come not from sudden events but
from slow, gradual processes. Such behavior is in alignment with professor Kurkes illustration
of the frog that gets boiled because his internal apparatus for sensing threats to survival is geared
to sudden changes in his environment, not to slow, gradual changes. Organizationally, we may
be able to predict an event before it happens so that we can react optimally, but we cannot learn
to create. One interesting pattern observed in the management of the organization is that we

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suffer from the delusion of learning from experience. Organizationally, our senior management
team is infamous for stomping on the same stone over, and over, and over again. When our
actions have consequences beyond our learning horizon, it becomes impossible to learn from
direct experience. As many other organizations, functional divisions have been created in an
attempt to cope with the impact from decisions. However, this functional divisions have grown
into fiefdoms, and what was once a convenient division of labor mutates into stovepipes that
all but cut off contact between functions (Senge). Our management team for the most part finds
collective inquiry inherently threatening. Most people are rewarded in our organization for
solving urgent problems, as opposed to being promoted for raising difficult questions about the
organizations current policies. Of the positive side, the Services Company counts with several
strengths and opportunities. On one hand, if the appropriate vision and strategy for the future is
set, financial backing could be available from the HLCG and the parent company. Another key
strength is the branding and name associated with Highmark around the nation. The Services
Company has a tremendous opportunity to access a significant pool of potential clients who
already do business with HLC and the parent company. The Services Company also counts with
a very progressive and dedicated information technology department committed to make the
company profitable. Additionally, the majority of the Services Company employees are loyal to
the values of the organization and very customer service oriented. The mid-management team is
also very knowledgeable about the products and services offered and frequently are engaged in
some degree of selling.
The key questions are, how can I be part of the turnaround of the Services Company in
the role of leader and direction setter? How can I get the involvement and commitment of the
key stakeholders to gain their trust and support throughout the process? According to Bennis,

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the initial step in the process of providing effective leadership for an organization like the
Services Company is moving through chaos.. One of the key points illustrated by Bennis will
have a significant impact in my career if I make the extra effort to apply: adversity instructs, that
successful executives ask endless questions, that they surpass their less successful compatriots
because they learn more from all their experiences, and they learn early in their careers to be
comfortable with ambiguity. Facing adversity is more than a constant in the professional life of
most leaders. Rather than avoiding confrontation, bringing chaos up from is a very important
characteristic of a remarkable leader. Asking endless questions is the best way to learn about
people, processes, and business. I always make sure I ask the six Ws: who, where, when, what,
how, and why. The key is not just absorb the factual pieces of information, but to process the
underlying facts, the message between the lines, the bigger implications, the connection of that
specific new piece of information to other already known facts and making the connection. Of
course, the information is as reliable as the source. Special attention must be placed to querying
the appropriate sources and comparing answers to the same questions from different sources.
Most people considered intuitive find asking questions an overstatement, and Im one of them.
That is why one must learn to balance reliance of inner guts and unique ability to read people
with the discipline of collecting facts. Only then one could determine with a significant degree
of certainty whatever is going on. Nevertheless, it is imperative that emphasis must be placed in
asking questions as much as possible. Arriving to ones own conclusions in the isolation must be
avoided as much as possible. Instead, the wise leader validates his assumptions by involving
others in the fact-finding process. More than often, it will be expected to be overwhelmed with
an avalanche of information. Do not underestimate the power of our brain to process all the data
and perform the appropriate connections. As we exercise more and more our questioning and

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fact finding process, we will find that our brain will develop the ability to process data faster and,
most importantly, make the appropriate connections to facilitate the decision making process. In
the case of the Services Company, one constant should be to make the effort to understand every
aspect of the each of the line of business, their functions, cycles, services, limitations, strengths,
opportunities, and threats. Spending time with each part of the business at least one or twice a
week should be part of the routine of an affective leader. Those sessions should be dedicated to
create new opportunities, brainstorm new functionalities and services. Of course, asking
questions about the how things are done and why will bring insights about the foundational
assumptions of many of the processes we currently perform. The ultimate goal is to create a
mental model of the organization with all the pieces in place. It is like learning to play chess,
one must understand the functions and attributes of each piece, their range of motions over the
board, and the hierarchy constrains applied to each one of the pieces. Only after achieving that
degree of understanding it makes sense to learn and conceptualize the interactions between
players in a game, the different strategies that could be played, and the advance techniques that
could result in winning or losing in chess.
Learning and asking questions about the business have a positive effect in the perception
other people have about the abilities of the potential leader of the organization. Managers and
employees will be more inclined to support a vision and business strategy if that comes from
someone they trust. The potential leader will have the respect and the admiration of his or her
coworkers because they know that he or she knows enough about the target business are a to be a
reliable source of information when it comes to business related issues. Of course, the potential
leader has to be wise and balanced while in the process of learning about the business. There is
tangible risk of getting too involved in the process that one may loose focus of the original

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intention of the process. Also, the leader may become sympathetic to some of the pressing issues
and urgencies suffered y the business units that he may spend valuable time trying to resolve the
issues, as opposed to advancing his positioning as a visionary leader in the organization. As the
leader continues the process of gaining the acceptance and respect of the organization, he must
continue to provide the services he was originally hired for, with one significant difference: the
leader must ensure that the entire organization and others see the effort and accomplishment of
his team, that victories and projects completed on-time and on-budget are published to the
organization, and that everyone receives credit for the effort.
One key point described by Bennis is in the chapter entitled Getting People on Your
Side. Bennis quotes former CEO Don Ritchey, who once said a real essential of effective
leadership is that you cant force people to do very much. According to Bennis, the underlying
issue in leading from voice is trust and offers four ingredients leaders have that generate and
sustain trust. The first ingredient is constancy. That is an attribute that one must continue to
cultivate as a leader. Despite all the pressure, deadlines, and changing priorities, one should be
perceived by the organization as someone always on course, in control of myself, in one piece.
The second ingredient is congruity. I have seen first hand the importance of being congruent.
Coming from the information systems area, reliability is the foundation for trust and credibility.
The last ingredient is integrity. For me, that mean that I must continue to honor all my
commitments, such as projects, deadlines, and other promises to any individual I interact inside
and outside the organization.
Helping the organization to create a vision is critical part of becoming a leader. For me,
that process implies that one must challenge the current process and use all the leadership tools
available to position myself as a leader within the Services Company. I should constantly search

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for new opportunities that may represent cost savings and higher productivity for the business
areas using technology. Given the diverse business areas IT supports, I have learned to see
challenges as opportunities for improvement, looking outward for fresh ideas. Being included as
a member of the TPA Product Team provides an excellent opportunity to take calculated risks,
collect small wins, and make plenty of mistakes to learn from (Kouses & Posner).
As Nanus emphasized in his book Visionary Leadership, having a vision is central to
leadership. It is the indispensable tool without which leadership is doomed to failure. There is
plenty of evidence that indicates that the Services Company is lacking a clear, focused vision.
First of all, there is no clear understanding of the purpose of the line of business within the
Services Company. It feels like the organization is suffering some sort of identity problem.
There are constant disagreements among management about the key priorities in the
organization. One clear example of that is the unsuccessful attempt by senior management to
provide direction on the technologies and systems enhancements that should be applied to the
Services Company to make it more competitive and cost efficient. The TPA Product Team,
which was created by senior management as a vehicle to create a vision and strategy, has failed
to deliver the basic and fundamental expected deliverables. Most managers and key people
involved in the TPA Product Team are pessimistic and even cynical about the current status of
the organization and there is little confidence that management is leading the organization in the
right direction. The organization is loosing market position in the key Line of Businesses. In
the COBRA business, there is no proactive strategy to sale more services with the appropriate
pricing structure. On the Health & Welfare Administration side, senior management has decided
that growth is non-existent (even when the unit has the highest contribution margin per dollar
invested). Even the profitable Medicare Supplemental business unit has the looming cloud of

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the parent company attempting to take the customers from the Services Company to the parents
own Medicare Supplemental unit. In fact, the parent attempted to take 80% of the Medicare
Supplemental business away from the Services Company as of January 1, 2004. Employees
were notified of the events and encouraged to look for jobs elsewhere. Task forces were created
to deal with the transition process. The moral of employees and management could not be lower,
with employees and mid-managers feeling betrayed by the corporate parent, who saw the
profitable Medicare Supplemental business as a way to increase their own book revenues and
profits. The saddest part is that it took one of our key clients to bring sense to senior
management. The CEO of one of the most influential and powerful companies in town called
Highmarks CEO and demanded that his company should not be included in this take over.
Amidst all these obstacles that tamper the organizations future and sustainability, why
does a shared vision matter? That is a question that many of my colleagues may ask or be afraid
to ask. Im convinced that a shared vision matters because it uplifts peoples aspirations. Work
becomes part of pursuing a larger purpose embodied in the organizations products and services.
Visions are exhilarating. They create the spark, the excitement that lifts an organization out of
the mundane. In our company, a shared vision will change peoples relationship with the
company. It is no longer their company; it becomes our company. An effective vision will
compel courage so naturally that people wont even realize the extend of their courage. Shared
vision fosters risk taking and experimentation, creates a learning organization, and fosters
commitment to the long term (Senge).
As a leader, I must help the organization to create the appropriate vision. One that sets
the standards for excellence provides a clear purpose and direction, server as a source of
inspiration, enthusiasm, encouragement, and commitment. The right vision for the Services

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Company must be well articulated and easy to understand by all stakeholders. It should be
tailored to the uniqueness of our company and, overall, it must be ambitious. According to
Nanus, creating a compelling and effective vision can be accomplished by following several
logical steps. The first step is built upon the fact that a vision is in a very real sense a dream
founded upon information and knowledge. Therefore, I must pay special attention to asking the
right questions; learn everything I can about the COBRA business, Health and Welfare
Administration, Medicare supplemental, and third-party administration. I must become familiar
with the financial implication of the Services Company and keep abreast of the monthly financial
reporting. I must also strive to learn about other organizations, such as clients, competitors and
partners, to understand their positioning and roles.
The next step in the process of developing an effective vision is to go over the exercise
Nanus calls Taking Stock: The Vision Audit. The questions that Nanus uses during this exercise
are excellent prompts to gather information and understanding about the current state of the
organization. The TPA Product Team meetings are the appropriate setting to get three broad
attributes of the organizations documented. First, I could use the meetings to identify and
articulate the business we are in. Second, get a clear understanding of how the organization
operates. Finally, go through the exercise of the vision audit by comparing the current vision and
mission statements for the Services Company. One interesting exercise I believe is very
important for all members of the team to participate is identifying all our stakeholders and their
needs, expectations, and the opportunities each one of the key stakeholders represents for the
future of our organization. Going through that exercise will allow all the members of the team to
bring consensus on the appropriate target for the vision. Some of the reflective questions we
should ask ourselves are: Are we in the COBRA business or the employer services business?

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Are we a retiree billing entity or a Health & Welfare Administrator? Are we in the Medicare
Supplemental business or in the business of assisting employers with the administration of
employer-benefit plans? Are we regional, constrained to Western Pennsylvania? Or, are we
national, even international? What realistic measure of success are we going to apply to ensure
we have the right vision? Using open questions like these will allow the team to identify a clear
target for the shared vision.
Nanus emphasizes the importance of considering the future of the organization during the
process of creating an effective vision. In fact, Nanus explains you cannot decide about a
realistic or desirable future for your organization without reflecting on what might happen in the
world that could affect your organization in the future. Within the current organization, the
leader must guide the key members of the TPA Product Team through the process of considering
the future possibilities of the service company from different points of view, including needs and
wants served by the organization, changes in the type and number of stakeholders, relevant
economic, political, and social changes, and the ever-changing landscape of technology. For
example, as the baby boomer population increases, the focus of the values and needs offered
and satisfied by the organization may change. Recent events in legislation, such as the new
Medicare bill sign by President Bush, will have long-term impact of the Medicare Supplemental
business. The lifting of tariff against steel imports may have a direct impact on the COBRA and
Health & Welfare business as more steel workers are laid off and retiree benefits are adjusted to
the new realities of the economy. New advancement in technology and the Internet are offering
new possibilities to all stakeholders in the process: members, accounts, health carrier, and
government agencies among others. Once the key categories of changes are identified, the team
should go through the process to categorize the changes, assign a time frame for the expected

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changes to take effect, and estimate the level of impact on the organization and key stakeholders
and the probability of occurrence. The main objective of the previous exercise is to identify and
document scenarios of the future events that may result from the interaction of the expected
future events. Once the scenarios are identifies, the team should assess the scenarios against the
organizations weaknesses and strengths and should be in position to decide the appropriate
driver and direction for the vision. From there, selecting the appropriate vision should be a
relatively easy process as long as there is a clear understanding of the organization, the business
we are in, the needs of our stakeholders and the value of the services we intend to provide.
The stage is set and the curtain is up for someone to take the lead of the Services
Company. If an effective shared vision is created, the organization will have the fuel it needs to
start the trip to a better place in excellence and sustainability. Of course, becoming a leader is a
risky political proposition. But the key is to manage perception and sell the appropriate value
proposition to the appropriate members of the organization. The first place to start is to get the
support of my current manager by identifying how the positioning of a leader in the Services
Company could be of benefit to his vision of the future for the larger organization. I believe that
is the key: to identify and utilize other stakeholders mental models of the future to develop a
vision in alignment with their expectations and values. Everything is possible as long as we have
the conviction that the future is our choice.


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RESOURCES
Afuah, A. and Tucci C., Internet business models and strategies. 2001, New York, NY:
McGraw-Hill Higher Education
Bennis, W., On becoming a leader. 2003, Cambridge, MA: Perseus Publishing.
Covey, S., The seven habits of highly effective people. 1990 New York, NY: Simon & Schuster
Inc.
Kouzes, J. and Posner B., The leadership challenge. 2002, San Francisco, CA: John Wiley &
Sons, Inc.
Nanus, B., Visionary leadership. 1992, San Francisco, CA: Jossey Bass.
Senge, P., The fifth discipline. 1994, New York, NY: Currency Doubleday.

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Lead. Clearly demonstrate your leadership. Change, for the better, your career or your organization or both.

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