Strategy is choices. And CEOs shepherd choices about creating and allocating resources to the right places in the right way at the right time over time. Yet, most CEOs are not strategic personally about the choices they make around their own time allocation. One fix is more specificity around their attitude and role as Chief Enablement, Enforcement, Enrollment, or Experience Officer in line with their organization’s strategy, culture, organization and operations.

This is a mash up of ideas previously discussed in Boris Groysberg et al’s article on “The Culture Factor” and my own articles on strategic points of inflection, “Sophisticated” leadership, and aligning strategy and culture. The outcome of that mash up is that when conditions or objectives change, CEOs must lead through a point of inflection by jump-shifting strategy, organization and operations all at the same time and all synced together. And they must change the way they lead.

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