Focuses on how Beers, the first outsider CEO, engages and leads a senior team through a vision formulation process. Chronicles closely the debates among senior executives struggling to reconcile creative, strategic, and global vs. Sixteen months later, with a vision statement agreed upon, Beers faces a series of implementation problems. Turnaround has begun, but organizational structures and systems are not yet aligned with the firm's new direction. Concludes as Beers must decide how to work best with her senior team to achieve alignment in Ibarra, Herminia M.
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Below are the available bulk discount rates for each individual item when you purchase a certain amount. Register as a Premium Educator at hbsp. Publication Date: January 26, Source: Harvard Business School. Focuses on how Beers, the first outsider CEO, engages and leads a senior team through a vision formulation process.
Chronicles closely the debates among senior executives struggling to reconcile creative, strategic, and global vs. Sixteen months later, with a vision statement agreed upon, Beers faces a series of implementation problems. Turnaround has begun, but organizational structures and systems are not yet aligned with the firm's new direction.
Concludes as Beers must decide how to work best with her senior team to achieve alignment in If you'd like to share this PDF, you can purchase copyright permissions by increasing the quantity. Quantity price applied. Add Copyright Permission. Copyright Permission Qty:. Current Stock:. Buying for your team? See quantity pricing.
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Focuses on how Beers, the first outsider CEO, engages and leads a senior team through a vision formulation process. Chronicles closely the debates among senior executives struggling to reconcile creative, strategic, and global vs. Sixteen months later, with a vision statement agreed upon, Beers faces a series of implementation problems. Turnaround has begun, but organizational structures and systems are not yet aligned with the firm's new direction.
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This case focuses on how Beers, the first outsider chief executive officer, led her team through a vision formulation process. It traces the debates among senior executives who struggled to reconcile creative, strategic, and global versus local priorities. Sixteen months later, with a vision statement agreed, Beers faced a series of implementation problems: turnaround had begun, but organisational structures and systems were not yet in place to support the new way forward. Students have the chance to analyse and discuss what Beers should do next. You can also join our growing international community on LinkedIn , Facebook and Twitter , or enjoy the benefits of becoming one of our valued members. By continuing to use our site you consent to the use of cookies as described in our privacy policy unless you have disabled them.