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

Abstract

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?