Driving Change Through Corporate Programs

• Autores: Michael Boppel, Sven Kunisch, Thomas Keil, Christoph Lechner
• Localización: MIT Sloan management review, ISSN 1532-9194, Vol. 55, Nº 1, 2013, págs. 20-22
• Idioma: inglés
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• Resumen

  • Research indicates that CEOs use three very different designs for corporate programs, which we call goal splitting, task force and overlay. In goal splitting, which is the most straightforward approach, the CEO breaks down the programs overall objectives into specific goals that are assigned to business-unit managers. In the task-force option, the CEO creates a task force (often called a program office) of highly skilled specialists. This team serves as the extended arm of the CEO and is responsible for realizing the programs objectives across the organization. In the overlay approach, CEOs take the firmest stand. They begin by creating a task force or program office. The program office, in this case, is broadly staffed. It can cut across existing organizational structures, and it has a mandate to fully engage the overall organization and override line management on select topics.