CEOs can make (or break) an organization redesign changing processes and structures requires full-on CEO engagement, but many CEOs have difficulty staying in control throughout the process
Full-on CEO engagement is needed for a successful organization redesign -- but many CEOs have difficulty maintaining that level of involvement. While the most effective CEOs keep their finger on the pulse of the redesign on an almost daily basis, from start to finish, leaders who lose control tend t...
| Main Authors: | , |
|---|---|
| Format: | eBook |
| Language: | English |
| Published: |
[Cambridge, Massachusetts]
MIT Sloan Management Review
2023
|
| Edition: | [First edition] |
| Subjects: | |
| Online Access: | |
| Collection: | O'Reilly - Collection details see MPG.ReNa |
| Summary: | Full-on CEO engagement is needed for a successful organization redesign -- but many CEOs have difficulty maintaining that level of involvement. While the most effective CEOs keep their finger on the pulse of the redesign on an almost daily basis, from start to finish, leaders who lose control tend to have weaknesses such as half-heartedness, over-appeasement, indecisiveness, and incapacitation. The authors present a framework to help leaders recognize and overcome these vulnerabilities |
|---|---|
| Item Description: | "Reprint #65104." |
| Physical Description: | 10 pages illustrations |