Case Study: How Much Should a New CEO Shake Things Up?

Subtitle: 
Ambitious change risks burning out staff
Author: 
Healy, Paul M.
Publisher: 
Harvard Business School Press
Date published: 
2017
Record type: 
Journal Title: 
Harvard Business Review
Source: 
Harvard Business Review, Vol. 95, No. 1, January-February 2017, pp. 157-161
Abstract: 

Sena Aslan, the CEO of FDM Turkey, wished the drive from the Ankara airport to the bank's largest branch were a bit longer. She had made site visits a hallmark of her short tenure at the company's helm, because they helped her see how frontline employees were weathering the changes she'd been spearheading across the bank. She also used them to scout for talent, keeping an eye out for young managers ready to move into more-senior positions and perhaps transfer to headquarters. But this time Sena wasn't making the trip alone. Sophie Renou, her longtime friend and mentor and a board member at FDM Turkey's French parent company, was in the car with her, and the two women could have used much more than a half hour to catch up.

Language: 

CITATION: Healy, Paul M.. Case Study: How Much Should a New CEO Shake Things Up? . : Harvard Business School Press , 2017. Harvard Business Review, Vol. 95, No. 1, January-February 2017, pp. 157-161 - Available at: http://library.africa-union.org/case-study-how-much-should-new-ceo-shake-things

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