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...

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Detalles Bibliográficos
Clasificación:Libro Electrónico
Autores principales: Vantrappen, Herman (Autor), Wirz, Frederic (Autor)
Formato: Electrónico eBook
Idioma:Inglés
Publicado: [Cambridge, Massachusetts] : MIT Sloan Management Review, 2023.
Edición:[First edition].
Temas:
Organizational change > Management.
Acceso en línea:Texto completo (Requiere registro previo con correo institucional)

MARC

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245 1 0 |a CEOs can make (or break) an organization redesign :  |b changing processes and structures requires full-on CEO engagement, but many CEOs have difficulty staying in control throughout the process /  |c Herman Vantrappen, Frederic Wirz. 
250 |a [First edition]. 
264 1 |a [Cambridge, Massachusetts] :  |b MIT Sloan Management Review,  |c 2023. 
300 |a 1 online resource (10 pages) :  |b illustrations 
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500 |a "Reprint #65104." 
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520 |a 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. 
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