DEEP Insight

The Agile CEO: Strategies for Success Premium

This dossier will help you engage with the challenges of our times, with an agenda for CEOs to shape the path ahead.

This executive dossier includes the following articles:

The Genuine Responsibilities of the CEO Premium

A Framework for Managing Today

Andreu i Civit, Rafael; Ricart, Joan Enric

A CEO must pull many levers, but not all are equally relevant. Based on hundreds of interviews they conducted with senior executives, the authors identify four main priorities for general management, corresponding with four primary tasks. They caution, however, that executives must understand and manage them all as an inseparable whole of interdependent, highly dynamic elements. They also emphasize that CEOs need to be disciplined in their decision-making, innovative in their work and responsible for their people. Ethics must be understood as an integral part of managerial duty and not as a last-minute add-on, as so many companies do with their corporate social responsibility programs.

Three Trends That Will Change How You Manage Premium

Globalization, Digitization and Politicization

Ferraro, Fabrizio; Cassiman, Bruno

Building on research in the field of strategic management, this article develops a framework to think about three emerging challenges: Globalization, Digitization and Politicization. How can corporate leaders confront this 21st century brand of "GDP"? CEOs will have to change how they allocate resources by becoming Arbitrageurs; adopt the mind-set of strategic Experimenters; and become Orchestrators of Hybrid Organizations, harnessing diversity and ambiguity as a source of competitive advantage. Above all, they will need to get comfortable with blending different logics and thinking afresh about how they create, capture and sustain value.

Leadership Tips for Today to Stay in the Game Tomorrow Premium

The Ambidextrous Leader

Tushman, Michael L.

This article summarizes research by the author into why some organizations fail in the face of "punctuated change," while others are reborn, adapt and survive. The key, he finds, involves embracing paradox. Continuing to exploit current business success is a must, but so is taking a plunge into the future through exploration. Carrying out both of these activities simultaneously calls for ambidexterity. The article highlights the defining features and characteristics of ambidexterity, and the keys that underpin putting it into action. While these skills need to reside in the leader at the top, senior management teams and heads of business units have to be just as adept at grasping the cognitive complexity and making the tradeoffs required for future success.

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