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008 260209s2024 caua ob 001 0 eng
010 _a 2023045730
020 _a9781503634558
_qhardcover
020 _a1503639193
_qelectronic book
020 _a9781503639195
_q(electronic bk.)
024 7 _a10.1515/9781503639195
_2doi
035 _a(OCoLC)1412153443
_z(OCoLC)1453643452
035 9 _a(OCLCCM-CC)1412153443
040 _aDLC
_beng
_erda
_epn
_cDLC
_dOCLCF
_dYDX
_dOCLCO
_dN$T
_dDEGRU
_dHOPLA
_dMUU
_dOCLCL
041 _aeng
042 _apcc
049 _aMAIN
050 0 4 _aHD58.8
_b.S6435 2024eb
082 0 0 _223
_a658.406
100 1 _aSnell, Scott,
_eauthor.
_0http://id.loc.gov/authorities/names/n95030004
245 1 4 _aThe CEO playbook for strategic transformation :
_bfour factors that will make or break your organization /
_cScott A. Snell.
246 3 _aChief executive officer playbook for strategic transformation
264 1 _aStanford, California :
_bStanford Business Books, an imprint of Stanford University Press,
_c[2024]
300 _a1 online resource (xii, 243 pages) :
_billustrations
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
_2rdaft
504 _aIncludes bibliographical references and index.
505 0 _aThe CEO's biggest challenge : the promise and peril of strategic transformation -- Four factors of successful transformation -- Factor one-establish context : define and communicate strategic intent and rationale -- Factor two-engage stakeholders : differentiate primary and secondary partners -- Factor three-orchestrate mobilization : convert vision into action -- Factor four-cultivate change agility : build dynamic capability -- Develop a game plan : key phases and watchpoints -- Appendix. Transformation capability diagnostic survey.
520 _a"There is no CEO task more significant than leading change in an organization whose old business model needs updating. Large-scale change involves rethinking how to engage customers, partners and suppliers with new technology and hard decisions about how to reorganize internal operations--plus the challenges of executing the transformation. The stakes are high, filled with risk and reward obvious to all...and it often fails. Why? Most organizations aren't built for change--they're designed for stability, scale, and repetition. Too many things can go wrong, from natural organizational resistance and inertia, to lack of strategic focus, to execution problems. And yet, organizations today must be more dynamic than ever before. Strategy is dynamic, not static, and requires agility, nimbleness, rapid resource deployment, and organizational change. This practical playbook helps CEOs and other key leaders reduce the risks and see through the overwhelming complexity of a major change in organizational strategy. Unlike many other books on leading change that focus narrowly on overcoming resistance, The CEO Playbook for Strategic Transformation offers a more comprehensive framework involving 4 major tasks for leaders: (1) Establish and Communicate the Urgent Need; (2) Engage Stakeholders; (3) Mobilize the Organization; and (4) Develop Organizational Agility. Leaders who guide their organizations through these stages are far more likely to succeed than those who lack a playbook. Professor Scott A. Snell, who had long experience with organizational change before entering academia, shares insights, frameworks, self-assessments, and interventions that will help overwhelmed leaders succeed at their most challenging and important task"--
_cProvided by publisher.
546 _aIn English.
588 _aDescription based on online resource; title from digital title page (EBSCOhost, viewed April 30, 2025).
650 0 _aOrganizational change.
_0http://id.loc.gov/authorities/subjects/sh85095525
650 0 _aStrategic planning.
_0http://id.loc.gov/authorities/subjects/sh85128511
650 6 _aChangement organisationnel.
650 6 _aPlanification stratégique.
653 _aAgility.
653 _aBusiness model innovation.
655 4 _aElectronic books.
856 4 0 _uhttps://research.ebsco.com/linkprocessor/plink?id=9d35dbe6-e94a-3459-b25f-0d6ff91932c6
_yFull text is available at EbscoHost. Click here to view.
942 _2ddc
_cER