The CEO's change agenda
Article Abstract:
CEOs can manage strategic change best by emphasizing six agenda items: (1) building knowledge, (2) developing a shared corporate vision, (3) determining desired value and belief changes, (4) translating new values into specific behaviors, (5) reorienting power to support those new behaviors and values, and (6) harnessing management systems that have high impact. Two case studies are presented to illustrate the way in which these agenda items interact and affect the end result of a strategic change program. One case examines a bank in which vision and values are shared but without power and systems to support them. The other case highlights a business in which power and systems are in place but visions and values are not shared.
Publication Name: Planning Review
Subject: Business, general
ISSN: 0094-064X
Year: 1987
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The new Union Carbide: some assembly required, batteries not included
Article Abstract:
Union Carbide (UC) CEO Robert D. Kennedy describes strategic corporate management and planning issues in light of UC's recent experience. UC defeated a takeover attempt by GAF, restructured the assets of its $9 billion business, and recapitalized twice in 11 months; all during 1986. Kennedy recommends that building and maintaining a strong company demands being able to address four key issues: (1) what the firm does well, (2) whether the company's marketing and technology base is adequate for the future, (3) what the firm does better than anyone else, and (4) if the business has or could have a protected advantage.
Publication Name: Planning Review
Subject: Business, general
ISSN: 0094-064X
Year: 1987
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Business economics and corporate planning
Article Abstract:
Corporate planners and economists now think that their credibility troubles stem from top management's preoccupation with short-range operating results. However, there is the belief that the balance will shift back to the corporate concern for long-range performance. The trouble with this attitude is that the troubles experienced by both professional groups will continue unless economists and planners begin improving their business decisions.
Publication Name: Planning Review
Subject: Business, general
ISSN: 0094-064X
Year: 1985
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