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Dilemma 7: Push Versus Pull ■ 155

and marketing “in-house.” The question was how to con-
nect them. This process is now fully under way under the
servant-leadership of Kleisterlee.
Laurent Beaudoin of Bombardier, mentioned earlier,
also dealt with a similar issue of internal versus external
orientation. He used humility, listening, and patience to get
to know the companies that Bombardier had acquired, in
order to build on their strengths. He created a strategy that
not only reconciled the new acquisitions (internal drive)
but also respected the integrity of the acquired companies
(external drive). He let the different companies share their
dreams so that he could better understand what was pos-
sible and whether they were in a state to realize the desired
results. The solution of these contrasting profi ciencies is just
as much about following the acquisition path as it is about
respectfully leading what you have acquired. This is the
path of the acquiring scholar: a continual learning process,
from which to leverage one’s efforts.

Internal Business Perspective Versus Client Perspective

Robert Kaplan and David Norton’s Balanced Scorecard 1
is justifi ably popular. This organizational model shows
the balance in a good-functioning organization of several
perspectives: fi nancial, customer, internal processes and
learning, and group perspective. These categories are also
viewed in terms of their relationship to each other. Useful as
this model is, it is worth noting that the idea of “balance”
seems to be out of place when innovation and learning can
result in better fi nancial results, or where internal business
processes can refl ect the changing directions that the clients
wish to go. The word balance suggests that the profit that is

made in a particular segment is at the cost of another seg-