A resource for industry professionals and consultants, this book on corporate strategy lays down the theories and models for revitalizing companies in the face of global recession.
It discusses cutting-edge concepts, constructs, paradigms, theories, models, and cases of corporate strategic leadership for bringing about transformation and innovation in companies. The book demonstrates that great companies are those that make the leap from ‘good’ results to ‘great’ results and sustain these for at least 15 years; it explores, reviews and analyzes great transformation strategies in this context.
Each chapter in the book is appended with transformation exercises that further explicate the concepts.
Chapter 3: The CEO as a Strategic Leader
The CEO as a Strategic Leader
Transformations often begin when an organization has a new head who is a good leader and who sees the need for a major change. If the entire company needs to be changed, the CEO is the key player. If a divisions needs change, the divisional general manager is the key. If any of these key players are not great leaders or change champions, transformation is difficult. If these leaders honestly believe and are convinced that the status quo is unacceptable, and must do something about it, then the transformation process is on. The number one error in a transformation process is not establishing a great enough sense of urgency (Kotter 2007: 97–98).
Most successful transformation ...