CEOs can make (or break) an organization redesign

• Verfasst von: Vantrappen, Herman [VerfasserIn]
• Verfasst von: Wirz, Frederic [VerfasserIn]
• Titel: CEOs can make (or break) an organization redesign
• Titelzusatz: changing processes and structures requires full-on CEO engagement, but many CEOs have difficulty staying in control throughout the process
• Verf.angabe: Herman Vantrappen, Frederic Wirz
• Ausgabe: [First edition].
• Verlagsort: [Cambridge, Massachusetts]
• Verlag: MIT Sloan Management Review
• Jahr: 2023
• Umfang: 1 online resource (10 pages)
• Illustrationen: illustrations
• Fussnoten: "Reprint #65104.". - Includes bibliographical references
• Datenträger: Online-Ressource
• Sprache: eng
• K10plus-PPN: 1868808300
• K10plus-PPN:
  Universitätsbibliothek
• Lokale URL UB: Zum Volltext
• Lokale URL UB: Bibliothek der Medizinischen Fakultät Mannheim der Universität Heidelberg
• Bibliothek/Idn: UW / m4399869070
• Lokale URL Inst.: Zum Volltext

Abstract

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.