For a Senior Executive Taking Charge in a New （在一个新的高管负责）.pdfVIP

For a Senior Executive Taking Charge in a New Role, Its About the Changes Beyond the First 90 - 100 Days: Managing the Three Waves of Change During the Transition Gary J. Myszkowski, Ph.D. Senior Consultant, Executive Coach, and Talent Management Executive Executive Core February 2014 Senior Executive Transitions: Managing the Three Waves of Change Page 1 of 41 Copyright © 2014 Gary Myszkowski All Rights Reserved Transition Example: Reawakening an Organization Resting on Past Laurels When Carol Crost had been promoted to CEO from within this multinational technology 40+% of senior-level company, she was the President of one of the independent divisions. Having some familiarity with the other divisions and executives at the corporate headquarters, she entered the executive external hires corporate CEO job expecting to complete her evaluation of the portfolio of businesses and and internal promotions major projects, finaliz e her team, and begin to implement business performance will fail to achieve their improvement plans within the first six months. The previous CEO had been directed by the Board to stabilize the many businesses that had been disrupted by the most recent major objectives within the first global recession and reduce all unnecessary costs. In contrast, Carol was now expected to 18 months of their initiate an era of renewed growth. transitions. In the first few months, Carol identified several technology development projects that seemed to be languishing and required exit strategies. There werent any. She also discovered that the American executive assigned to build new alliances in Asia, a key element of the growth strategy, had made little progress, was not respected by potential Asi