A new leader or CEO will want to put his or her own stamp on the organisation. They are likely to bring an influx of sweeping changes and the installation of new systems and symbols.
These may work, but must always consider in parallel the behavioural and cultural aspects. Dissonance and cynicism between the leader and his or her people can slow down growth.
So, how can a new CEO make their mark, utilise past experience and effectively harness and develop or change culture to realise genuine benefits?
Recognise the risks
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