Maintaining strategic momentum
The CEO's agenda
The question of how the CEO of a large complex organization maintain strategic momentum is addressed. This represents a great challenge when there are no obvious external threats, and no obvious reasons for having a concerted action. The inherent tensions which exist between stability and change are explored. Change is necessary to maintain success, but too much change is disastrous. It is argued that there are several possible solutions to this paradox, including that of generating periods of intense activity followed by periods of comparative stability and incremental improvement. The introspection of one of the CEOs of Unilever is used to show how these tensions were played out and resolved.
|Keywords||Chief executive officers, Leadership, Organizational behavior, Strategic planning, Western Europe|
|Persistent URL||dx.doi.org/10.1016/S0263-2373(96)00052-7, hdl.handle.net/1765/11045|
Maljers, F.M., Baden-Fuller, C.W.F., & van den Bosch, F.A.J.. (1996). Maintaining strategic momentum. European Management Journal, 14(6), 555–561. doi:10.1016/S0263-2373(96)00052-7