|fulltext etc.||no fulltext attached|
At too many large companies, corporate functions like HR and IT
don’t get enough strategic direction from the CEO. Four basic
steps can help.
Few CEOs give enough direction to the heads of their corporate-level functions. That’s the conclusion of a survey we conducted of more than 50 function heads at some of Europe’s leading companies. We are referring here to larger companies in which corporate-level functions such as finance, human resources, information technology, strategy, purchasing and legal provide policies, controls and services to decentralized operating divisions. Fortunately, some CEOs have found ways to address the problem.
In our survey, fewer than one in 10 function heads felt they had received sufficient guidance on how their function should contribute to the company’s overall strategy. Instead, they were expected to develop their own ideas and functional strategies.
Corporate Strategy, Corporate Function, CEO, Functional Head, Functional Strategy, Added Value
|project||The Dynamics of the Strategic Apex - Investigating Antecedents and Outcomes of Corporate Headquarters Change|
|kind of paper||journal article|
|date of appearance||20-3-2012|
|journal||MIT Sloan Management Review|
|publisher||Massachusetts Institute of Technology (USA) (Boston USA)|
|volume of journal||53|
|number of issue||3|
|profile area||SoM - Responsible Corporate Competitiveness (RoCC)|
|citation||Campbell, A., Kunisch, S., & Müller-Stewens, G. (2012). Are CEOs Getting the Best from Corporate Functions?. MIT Sloan Management Review, 53(3), 11-14.|