2026-09-23T09:10:56Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/444282022-01-13T07:54:52Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
Henry Birdseye Weil.
Liot, Damien (Damien Manuel Matthieu)
Sloan School of Management.
Sloan School of Management
2009-01-30T16:45:38Z
2009-01-30T16:45:38Z
2008
2008
http://hdl.handle.net/1721.1/44428
294901973
Thesis (M.B.A.)--Massachusetts Institute of Technology, Sloan School of Management, 2008.
Includes bibliographical references (leaves 64-68).
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?
by Damien Liot.
M.B.A.
68 leaves
eng
Massachusetts Institute of Technology
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.
http://dspace.mit.edu/handle/1721.1/7582
Sloan School of Management.
License to change : the first ninety days as head of an organization
First ninety days as head of an organization
Thesis
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