Many of us are managers but few of us ever become C-suite leaders and more specifically a CEO. But imagine if you just became a new CEO, and it is of a very troubled company. I wrote my monthly column about this for the web portal Information Management titled “Now, You are the CEO.”
I suggest you now click on my article’s hypertext and read it.
I received several e-mails about the article. Many of them were stimulated by the observation that research has revealed that the major influence for successful strategy execution does not come from shuffling boxes in the organization chart. Rather it comes from clarifying decision rights for managers and employees who are often confused if they have the power without seeking approvals to make certain types of decisions.
Employee empowerment can go a long way to generate innovation and test new ideas.
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Many of us are managers but few of us ever become C-suite leaders and more specifically a CEO. But imagine if you just became a new CEO, and it is of a very troubled company. I wrote my monthly column about this for the web portal Information Management titled “Now, You are the CEO.”
I suggest you now click on my article’s hypertext and read it.
I received several e-mails about the article. Many of them were stimulated by the observation that research has revealed that the major influence for successful strategy execution does not come from shuffling boxes in the organization chart. Rather it comes from clarifying decision rights for managers and employees who are often confused if they have the power without seeking approvals to make certain types of decisions.
Employee empowerment can go a long way to generate innovation and test new ideas.
