Tips and Trick for the first 100 days of a new Chief Executive Officer
Filippo Bartoccioni e Katy Pelagagge
Tips and Trick for the first 100 days of a new Chief Executive Officer Section A 1. The Chief Executive Officer (CEO) 1.1 The role of the CEO 1.2 How long is a CEO“Lifetime”? 1.3 How much time should a CEO spend to get in control of the “steering wheel”? 1.4 What achievement to expect in the first year of a new CEO 1.5 Problems to make changes 1.5.1
Resistance to change
1.5.2
Time available to make changes
1.5.3
Analysis of threat of “Blocking CEO”: logic from “From tyranny to democracy”
1.5.4
Legitimacy and Legacy of the CEO
1.6 The Strategic Plan: the difference between the various terminologies generally used 1.6.1 How far should a Strategic plan watch ahead?
1.6.2 The first annual strategic-planning process and the annual conference to present a strategic plan 1.6.3 The main risks of strategic plan
Section B 2. How is possible to optimize the system: what CEO have to do in the first 100 days 2.1 Assessment of the company: methods and tools 2.2 Development of a new strategy to improve the company: methods and tools 2.3 Creation of the Strategic Plan: methods and tools 2.4 The assignment of the goals to be achieved: methods and tools 2.5 Activity monitoring: methods and tools 3. Characteristics of the tools used
Section C 4. The experience of the “Study Company” 4.1 Analysis of “Study Company” after 100 days 4.2 Analisys of the Gantt
4.3 Comparison of the system implementation in different institutions 4.4 What we expect to achieve in “Study Company” with implementation of our system
Conclusion 5. Development of an automated, low cost, reproducible and flexible management control system 6. The role of Lean Management principles 7. Analysis of the top team emotional status at the end 100 days deadline in “Study Company” 8. The CEO and the Stakeholders 9. The Strategic Planning Event 10. Legitimacy 11. Legacy 12. Pills to remember to survive before we say goodbye
SECTION A 1. The Chief Executive Officer (CEO) 1.1 The role of the CEO Nowadays any manager during the management of a company or institution is facing several similar critical issues that are common to any type and size of company. Some of these critical issues are connected with the environment and the critical era we are living nowadays with the global economic crisis, fast pace of life, new technologies introduced in the market every day, pressure of highly aggressive marketing of companies, lobbyist activity, public imaging and networking events, new law and policy related to the fast pacing society. In order to survive, any manager and especially Chief Executive Officers (CEO) must have the ability to sustainably deliver value to their customers and meet the stakeholder needs. Of course, all these issues are very complex to manage but some solutions are proposed in literature such as Lean philosophy where the Lean is a business methodology that provides businesses with the ability to continuously deliver value to an ever-changing marketplace. Lean business development enables organizations to grow and scale in a disciplined, principled way, working continuously toward the goals of continuous improvement, respect for people, and a relentless focus on customer value. We have to imagine that, if it is difficult for a company and its CEO and managers to struggle with all these adversities, it is even more difficult if we imagine to run a healthcare company either private or public. Indeed, in healthcare the production lines are not limited and well defined but they are sometimes unpredictable, urgent and always different. We just need to