License to change : the first ninety days as head of an organization

Human nature does not like change, and unfortunately, in some areas, changes must be made. From an economic standpoint, firms have to adapt to new technologies, the size of markets change constantly as a result of globalization, and customers' needs are never-ending and wide-ranging. In a word, market dynamics mean change. Thus, when a new CEO must be hired, it becomes necessary to find the right person to handle this fluid situation. The task before a new CEO is tough: building a strategy that achieves the goal(s) set by the governance of the company. This thesis considers just such a situation: once in his/her position, what decisions must a new CEO make? Will this person have considerable latitude to implement his/her ideas? What must be accomplished before setting a strategy? What first measures should be implemented? What will those first 90 days at the top of the organization be like? Indeed: What is her/his License to Change?

Department dc:contributor.department

Sloan School of Management.

Grantor dc:publisher

Massachusetts Institute of Technology

Year dc:date.issued

2008

Author dc:creator

• Liot, Damien (Damien Manuel Matthieu)

Advisor dc:contributor.advisor

• Henry Birdseye Weil.

• Sloan School of Management.

Statement dc:rights

• M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.

Licence dc:rights.uri

• http://dspace.mit.edu/handle/1721.1/7582

Language dc:language.iso

eng

Handle dc:identifier.uri

http://hdl.handle.net/1721.1/44428

OAI identifier oai:identifier

oai:dspace.mit.edu:1721.1/44428