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A Road Map for Successful Strategy Execution: Strategic Leadership

Article · March 2018

DOI: 10.15581/002.ART-3127

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 EXPERT
insight
This document is an authorized copy for personal use of Mr. Maoret, 22/03/2018

Illustration by iSTOCK/AKINDO
STRATEGIC LEADERSHIP

A Road Map for Successful

Strategy Execution
By FABRIZIO FERRARO, JOSÉ MIGUEL ARGÜELLES and MASSIMO MAORET

A
s General Manager (GM), your role – will impact thousands of lives. Your compa-
is a constant challenge. Your com- ny may need some change, but where should
pany may be performing below you start? With your strategy? But having the
expectations; an external threat to best strategy is of little use if it can’t be imple-
your business model may be looming on the ho- mented. Should you start by tackling internal
rizon; or maybe you spot a market opportunity resistance? Or reviewing the composition of
and are wondering whether you should jump your team? Should you convene a board meet-
on it. Your excitement may be tinged with pan- ing to clarify your goals or ratify them later on?
ic, because the complexity of your work – and Meanwhile, your inner voice is asking: do I have
the potential consequences of your decisions what it takes to succeed?

44 FIRST QUARTER 2018 ISSUE 36 https://dx.doi.org/10.15581/002.ART-3127

 EXPERT insight A ROAD MAP FOR SUCCESSFUL STRATEGY EXECUTION

These questions highlight why strategy Throughout the article, Minoli interjects doses
execution is an increasingly sought-after skill of wisdom and realism: “You have to have a di-
in management. For instance, a 2017 Henley rection,” he says, and that’s what we endeavor
Business School survey of 446 managers and to give you. “Then you can enjoy the journey,
directors from 51 countries revealed that strat- wherever it takes you.”
egy execution was the second most important
development priority for executives and senior Strategic Leaders:
managers, moving up a place from 2016. More Than Just Managers
What makes the GM job so tough is there’s Through our research, we discovered that suc-
no all-purpose manual to study, apply and fol- cessful GMs don’t see themselves simply as
low. The technical knowledge that served you managers, but rather as strategic leaders, which
well as a functional manager is of little or no use we define as a leadership style not limited to
in resolving the trade-offs involved with mak- making rational economic decisions (valid as
This document is an authorized copy for personal use of Mr. Maoret, 22/03/2018

ing and acting upon the corporate-level deci- they are) but one that reconciles the hard and
sions that GMs have to face. Your abilities, and the soft aspects of strategy execution in a single,
the challenges you have to deal with, are part of holistic process.
a personal journey that will be different from the All too often, GMs behave purely as hard
journeys of other GMs, because it is an expres- strategists, analyzing the competitive land-
sion of who you are and the situations you have scape and sending out orders, like generals to
to face. their troops. The problem with single-minded
Federico Minoli, a globally renowned turn- rational management is that it can lead to busi-
around manager (see bio below), puts it bluntly: ness strategies that aren’t actionable, because
“Strategy execution is quite chaotic. Success they fail to account for human, organizational
will come from getting your hands dirty, talking and political dynamics. At the other end of the
to people on the shop floor, and being humble spectrum lie those GMs who just focus on inter-
enough to admit what you don’t know. All your personal relations. These touchy-feely manag-
beautiful plans and spreadsheets will fail if they ers risk losing sight of the bottom line, leaving
are not attached to reality.” the firm vulnerable to competitive threats or
Overwhelmed? Don’t worry, we’re here to the next economic or technological shock. We
help. Together with our colleagues in the Stra- contend that you need to be a fusion of both, if
tegic Management Department at IESE, we’ve you want to be able to execute strategy and be a
developed a road map for successful strategy successful GM.
execution. Use it to guide you through your Exhibit 1 presents our road map to help GMs
next challenge, but treat it like a doctor’s pro- think and act as strategic leaders. It depicts suc-
tocol – a structured reference that still requires cessful strategy execution as a constant unfold-
critical judgments and on-the-spot adaptations ing of four processes – diagnosis, direction,
to be made in light of on-the-ground realities. action and personal development – each with

EXECUTIVE SUMMARY FEDERICO MINOLI has

30 years’ experience as a
How do you successfully Department at IESE, and lays turnaround manager on
execute strategy? It’s not out a road map for successful behalf of TPG, Deutsche
just about making rational strategy execution, grouped Morgan Grenfell, Bain Capital,
economic decisions. according to four crucial Investcorp and Emerisque.
Effective strategy execution processes: diagnosis, setting He is globally renowned for
demands something more, direction, action and personal turning around Ducati Motor
as the authors find from their development. The authors Holding, where he was CEO and Chairman
analysis of academic literature, explain each process in turn, between 1996 and 2007. He is currently
hundreds of business cases illustrated with the wisdom Chairman of Dainese and POC Sweden. He has
and their interactions with and experience of Federico been Chairman of StarEmilia, Unopiù, OMP, ISB
top executives. This article Minoli, the globally renowned and UnoAErre, and was CEO of BolognaFiere
defines their concept of “turnaround artist.” It’s time and Bally. He regularly lectures at IESE on
strategic leadership, as to set the bar for leadership strategy formulation and execution, and is
developed by professors of higher, they argue. This article featured in the IESE case study, “Ducati: In
the Strategic Management points the way. Pursuit of Magic,” by Prof. Bruno Cassiman.

ISSUE 36 FIRST QUARTER 2018 45

 EXPERT insight A ROAD MAP FOR SUCCESSFUL STRATEGY EXECUTION

EXHIBIT 1
Strategic PROC
Leadership ESS
1: D
in Motion IA
THESE FOUR PROCESSES GN
Governance O
DRIVE SUCCESSFUL
Consider S
STRATEGY EXECUTION.
the strategic, Strategy

IS
What skills do
operational I need? Do I have
& political the time and What is my
implications of: will to develop responsibility
them? to others?
sta enga
Organization
P
keh gin
old g RO (People, Culture,
ers Structures,
E SS C
This document is an authorized copy for personal use of Mr. Maoret, 22/03/2018

commu
PROCESS 3: ACT

nicatin Systems)
g
4: PERSONA

CURRENT MOVING
SITUATION networking TOWARD THE
OF YOUR FUTURE
Reach a Shared
FIRM ing &
recruit ffing Understanding
sta
of the Situation
LD

g. V
or s EL
E

ON
in g re OP
ng uctu ems
IO

a
MEN
r
ch st yst T Set

TI
N

s Strategic
ou ing

&

EC
s

Goals
res locat
rce

Develop

IR
al

Monitor a Change

D
Strategy 2
:
the Journey S
ES
C
O
PR

associated activities. Usually, these processes stakeholders that have to be managed inside and
unfold sequentially, i.e., diagnosis before action. outside the firm. Success is measured not just
Yet they can also be intertwined and recursive, in terms of maximizing returns for sharehold-
i.e., given the high levels of uncertainty that ers but by your ability to balance diverse stake-
GMs face, you sometimes only arrive at a correct holder interests and perspectives, and translate
diagnosis after taking some action. Thought and them into governance body activities. You need
action cannot be compartmentalized, so as you to nurture relationships with your board of di-
follow this road map, bear in mind how each ele- rectors and the key stakeholders represented
ment is intertwined through continuous learn- there, such as shareholders, unions and employ-
ing and feedback loops. ees, as well as with external groups such as your
customers, governments and NGOs.
Process 1: Diagnosis
The first process – diagnosis – focuses on mak- STRATEGY. Next, you need to check the strate-
ing sense of the situation your company is in. Of gic health of your firm to see whether it is able
course, this is not something you do just once to generate competitive advantage, defined
in a while. The following activities, in three core as creating customer value above and beyond
areas, must be priorities that you repeatedly di- competitors. Here is where the traditional
agnose as situations evolve. tools of industry analysis, value creation
frameworks and business models come into
GOVERNANCE. Diagnosis starts by understand- play. You should be able to answer these inter-
ing the institutional configuration in which related questions:
your company operates. By governance, we do What should my strategic position be, in
not refer solely to ownership structures and terms of geographic, customer and product
boards, but to the broader configuration of scope? Where should we not be?

46 FIRST QUARTER 2018 ISSUE 36

 EXPERT insight A ROAD MAP FOR SUCCESSFUL STRATEGY EXECUTION

informal organizational leaders who could

Minoli on Diagnosis be champions – or potential resisters – of
change.

T
here are two approaches to diagnosis: Structures & Systems. Not all organi-
one way is to see the company as a zational structures are the result of con-
spreadsheet, and the other is to dive scious design decisions. Sometimes, they
into the company by talking to its people. are the result of “path dependence,” arising
The latter is what I do. Companies are not from inertia. Before deciding if structural
spreadsheets: a company is made of the sounds and smells changes are necessary, you need to spend
of its people, each with their own issues and problems. sufficient time understanding how your
Don’t waste too much time optimizing your spreadsheet, structures function. Is it a matter of mak-
but rather dedicate yourself to the deep understanding of ing a few small changes to be more effective
what is the talent that every single employee can bring to and efficient? Or is a complete reorganiza-
This document is an authorized copy for personal use of Mr. Maoret, 22/03/2018

the party. You’ll quickly understand if the job is right for the tion called for? Don’t limit your analysis of
talent that the person has. systems to the company chart but study: 1)
At Ducati, I once realized that one of our employees was transversal corporate systems for strategic
bored and wanted out. His true passion was history, so I planning, budgeting, reporting, innovation,
made him the company historian. He single-handedly built decision-making and control; 2) people sys-
the Ducati Museum, which became a core component of our tems for recruiting, promotion, training and
marketing strategy. If you’re guided by this principle, you compensation; and 3) operational systems
can pretty much understand what’s needed. for purchasing, planning, logistics and sales.
Beyond checking that these elements are con-
sistent with each other, you must ensure they
are aligned with your business strategy. For in-
Does my company create and capture value in stance, a functional structure will be ill-fated
its current market position, i.e., do we have a for a customer-centric strategy, just as a well-
competitive advantage? defined strategy filtered through misaligned
What are the critical activities, capabilities people, structures and systems will generate
and resources that generate and sustain our higher costs, and economic and social value
competitive advantage? will not be delivered in a sustainable way.
If you cannot answer these questions in 40
words or less, it may be time to go back to the Process 2: Setting Direction
drawing board. After all, if you can’t synthetize Once an overall diagnosis has been made, you
your strategy in a short statement, how do you are now in a position to chart a future course
expect thousands in your firm to grasp and for the company. As with the diagnosis, set-
share your strategic vision? ting the direction is not a solitary endeavor
– or at least it shouldn’t be. Even though the
ORGANIZATION. A third diagnosis relates to GM is ultimately responsible for the direction
the organizational components necessary to the company takes, he or she should involve
achieve the strategic goals effectively and ef- people at all levels of the organization.
ficiently. This analysis should serve to high-
light changes that may need to be made to the REACH A SHARED UNDERSTANDING OF THE
following: SITUATION. The earlier diagnoses should lead
People & Culture. Strategy execution de- you to define your business situation, by which
pends on how well the organization can you articulate the core challenge your com-
identify, recruit, retain and leverage hu- pany is facing – whether startup, growth, re-
man talent, and their fit with the corporate alignment or turnaround. Each situation will
values. Analyze the stock of knowledge and have its own unique set of challenges that will
skills in your workforce, not limiting your- condition the strategic decisions you make.
self to your top management team, but ex- The GM, together with the executive team,
tend it to include the informal network of must reach some consensus about what your
relationships in the organization. Consider business situation is before deciding the best
how these relationships shape and sustain way to address it. For instance, treating a re-
the organizational culture, comprising the alignment as a turnaround would be akin to us-
values and norms that inform the behavior ing antibiotics to treat flu – doing more harm
of the organization’s members. Identify than good.

ISSUE 36 FIRST QUARTER 2018 47

 EXPERT insight A ROAD MAP FOR SUCCESSFUL STRATEGY EXECUTION

No matter what your corporate vision is, it should have

two traits: it must be very long term (a minimum of
10 years) and it must be aspirational, to motivate and
inspire all other employees.

SET STRATEGIC GOALS. With the challenge(s)

Minoli on Setting Direction framed, a strategy needs to be (re)defined to in-
dicate how the company will attain (or increase)

W
hen you get into a company, profitability in this situation. This exercise must
This document is an authorized copy for personal use of Mr. Maoret, 22/03/2018

you have 100 days where take account of the previously identified con-
everybody is expecting straints under which the firm currently oper-
something new from you. The defenses ates, along with the resources the company has,
are down, and maybe the company is in and then translate those into concrete policies,
financial difficulties. But if you spend your resource commitments and actions at corpo-
first 100 days over-analyzing the current situation, you rate, business unit and functional levels (e.g.,
may lose precious time. marketing, operations, HR, finance), each of
I don’t recommend bringing in too many outside which should be coherent and nested within
consultants, unless it’s for a very limited period, the other.
on a very limited issue. In my view, implementable Strategizing starts with the definition of a
strategies come from within the company itself. corporate vision – a vivid description of the com-
Your job is to act as an organizer of thought, to help pany’s future state, which could be expressed as
the company find the solution within themselves. So, a sales goal (Walmart in 1990: “Become a $125
you need to come up with a vision up front about what billion company by the year 2000.”), a competi-
to do. My idea is to offer some broad, top-down, five- tive goal (Nike in the 1960s: “Crush Adidas.”) or
year targets, with some generic strategies. Then, you an imitational goal (Stanford University in the
feed those to your people, asking them to match your 1940s: “Become the Harvard of the West.”). No
top-down strategies with their bottom-up initiatives, matter what your corporate vision is, it should
which they can own and take responsibility for. have two traits: it must be very long term (a min-
As you start reorganizing, you have to celebrate imum of 10 years) and it must be aspirational, to
early successes, to dramatize your points. The motivate and inspire all other employees.
celebration can occur for things that are real Then, it is essential to define, usually with
achievements, things that are half achievements or the board of directors, the criteria that will be
things that you think are achievements. The important used to evaluate the strategy. Example criteria
thing is that whenever someone achieves something, are: Does it fit with our mission? How much val-
you collectively celebrate for going in the right ue will be created? Is it sustainable? How much
direction. risk does it entail? Does it fit internally with our
organizational configuration?

DEVELOP A CHANGE STRATEGY. Opting for a re-

orientation of strategy will usually require or-
ABOUT THE AUTHORS ganizational changes. But be careful: a recent
McKinsey survey of 1,800 executives reported
Fabrizio Ferraro is a management positions in that 8 out of 10 company reorganizations didn’t
professor of Strategic industry, service companies deliver value as planned, while 10 percent dam-
Management at IESE and consulting firms. aged the company.
Business School. For this reason, in any reorganization, you
Massimo Maoret is an must determine the degree of employee and
José Miguel Argüelles is assistant professor in the leadership involvement, and how the process
a lecturer in the Strategic Strategic Management should unfold. At this stage, you need to grasp
Management Department Department at IESE and a several key elements of strategic change and the
at IESE, with extensive Marie Curie Fellow of the various ways that the following dimensions can
executive experience in top European Commission. be combined:

48 FIRST QUARTER 2018 ISSUE 36

 EXPERT insight A ROAD MAP FOR SUCCESSFUL STRATEGY EXECUTION

Minoli on Action

I
’m not a Resistance is a challenge great things together.”
huge fan of you’ll have to overcome, because Recruiting is one of the keys to
structures. change doesn’t come naturally strategy execution. Personally, I
I think they to people. If your mission is to like to bring in young people – 10,
burden people. change something, you have to 20 or 30 people, fresh off their
Something structural is, by generate a certain level of chaos MBAs. The impact they have on
definition, not very flexible. But at the beginning just to start the company is usually amazing,
the world and markets change moving things around. That will not because of their competence
so quickly that you need to be destabilize people who do not but because of their energy, their
able to continuously morph into want to change and at the same freshness, their desire to achieve,
This document is an authorized copy for personal use of Mr. Maoret, 22/03/2018

something new. Meg Whitman time excite people who do. which infects everybody around
(former CEO of eBay and Hewlett Remember: people change not them. They challenge our sacred
Packard) once told me, “I don’t because you promise them more truths.
have time to create a structure money; they aren’t motivated to Don’t design KPIs around
because by the time I have one, “grow the business by 10 percent wishful successes, but rather in-
things have changed and I need to next year,” particularly if they've centivize their initiative-taking. Of
come up with another one, so why been in a slump for many years. course, with inexperience come
bother? Instead, I rally people They're motivated by saying, mistakes, so you will have to be
around a mission.” “We’re going to go and do these ready to mop up the spilled milk.

Target. Which organizational components Process 3: Action

among culture, people, structure and sys- Strategy execution is ultimately about getting
tems require change, and where should I things done, which is why the next set of GM
begin? activities – translating all the strategic priori-
Leadership. What style of leadership will I ties from the previous steps into action – is ar-
adopt to manage the change process: strict guably the most important. Effective strategic
control from the top or encourage bottom- leadership is demonstrated, not by having one
up participation? brilliant idea, but through numerous actions
Process. To what extent will changes be taken on a daily basis.
transmitted through formal programs
versus nurtured in an evolutionary way ACTION LEVERS FOR EXECUTION. Here we list the
through experiments? principal levers at your disposal to execute
Speed. How fast or slow should the process strategy day to day.
unfold? Again, your prior definition of the Allocating resources: reallocating tangible
situation may well determine the pace of resources (such as budgets and work hours)
change that needs to be set. across different units or project teams,
to ensure that the critical tasks of the new
MONITOR THE JOURNEY. All too often, the new strategy aren’t deprived of vital resources.
strategic direction identified does not trans- Changing organizational structures and
late into actionable initiatives and measur- systems: changing the organizational chart
able key performance indicators, and lacks to empower new units (for instance, cus-
a disciplined monitoring strategy. Conse- tomer-centric strategies might require new
quently, after an initial burst of energy and reporting lines based on major clients) or
enthusiasm, operational priorities take over, changing accounting, reporting, IT, promo-
and change fizzles out. tion and compensation systems to reorient
That’s why monitoring advancement of the organization toward new strategic goals.
the change plan is a paramount task for GMs. Recruiting & Staffing: finding the right tal-
Identifying in advance the key metrics to ent and aligning it with the right formal and
monitor the progress of scheduled milestones informal organizational components, from
will force accountability in the organization, job design to culture, which is increasingly a
first and foremost on you. source of competitive advantage.

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 EXPERT insight A ROAD MAP FOR SUCCESSFUL STRATEGY EXECUTION

Networking: actively managing informal In combining different actions, be sure to con-

political dynamics, which are not just about sider their strategic, operational and political
growing and maintaining personal networks, implications. Exhibit 2 is designed to help you
but involve regularly analyzing the political do just that. A thorough reflection on the impli-
landscape inside and outside the company. cations of your actions will often reveal unex-
Communicating: deciding which meetings pected consequences and trade-offs. Strategic
require your presence, which can be held re- and operational ones are perhaps easier to an-
motely and which you can delegate to your ticipate, but all actions will have a less obvious
team; also, how will you communicate: in political element insofar as they seek to alter
public or private? Individually, in a group or the organizational landscape, strengthening
to the whole organization? By email or video? some people’s power and/or exercising great-
These questions matter, as people judge not er control over (or redistributing) resources.
just the content of your message but how you Although it should never be your first order of
This document is an authorized copy for personal use of Mr. Maoret, 22/03/2018

deliver it. concern, the political dimension must always be

Engaging stakeholders: involving the right weighed, as that very often ends up jeopardizing
stakeholder in your decision process, e.g., in- execution.
viting a key client to a company visit, reach-
ing out to government leaders, working with Process 4: Personal Development
unions on a common challenge, such as im- Finally, any process of strategic transforma-
proving the safety of your operations. tion implies that the GM will need to undergo
some personal transformation, too. Don’t make
the mistake of failing to consider how your per-
Executive Action: sonal and professional profile may help (or
EXHIBIT 2

hinder) company success. As you work through

Consider the Trade-offs
the previous steps, make note of any “personal
s
em

USE THIS CHART TO WEIGH THE STRATEGIC, OPERATIONAL

shortcomings” between the emerging needs you
st

& POLITICAL IMPLICATIONS OF YOUR ACTIONS.

sy
&
es

rs
ur

de
s

ng
ct
ce

ol
ru

affi
ur

eh
st

g
so

in
st

ak
g.
re

at
&
or

st
ng

ic
g

ng
ng

ki
tin

un
tin

ACTION
or

gi
gi

m
ca

ui

tw

ga
an

LEVERS
m
cr
lo

ne

en
ch

co
re
al

LAYERS OF
DOES THE ACTION I AM ABOUT TO TAKE...
CONSEQUENCES
... contribute to the long-term implementation
of the intended strategy?
... nurture core assets and capabilities?
... align with our vision and fall within our
business scope?
Strategic ... prepare our company for future competitive
Implications challenges?
... have an immediate, short-term impact
on the company’s economic position and
financial health?
... support operational priorities and address
operational demands?
Operational ... fix an urgent operational issue or neutralize
Implications an urgent threat?
... strengthen the position of the firm with its
stakeholders?
... consolidate the internal coalition guiding
the company?
... undermine the power position of a key
Political internal stakeholder?
Implications ... generate internal resistance or overcome it?

50 FIRST QUARTER 2018 ISSUE 36

 EXPERT insight A ROAD MAP FOR SUCCESSFUL STRATEGY EXECUTION

THE RESPONSIBILITY OF STRATEGIC LEADERS. The

Minoli on Personal Development personal transformation that each GM goes
through will look very different, but one thing

E
ducation-wise, I’m a generalist. I don’t that holds common across all situations is that
know much vertically, but I do know the job requires:
people. Of course, an industry cannot a high level of responsibility, as decisions
do without vertical experience because, are taken in a context of uncertainty and im-
at the end of the day, if you have to design ply risk-taking, with impacts felt both inside
an engine, you need to know how to design an engine. But and outside the firm.
there are plenty of people with that vertical knowledge. shaping people’s lives, as decisions ulti-
And if I need technical expertise, I can go out and employ mately have an impact on people, either di-
that – or buy it in. What we lack are people with horizontal rectly or indirectly, and people are ultimately
competencies – people who think in broader terms, and who responsible for the actions of their firms.
This document is an authorized copy for personal use of Mr. Maoret, 22/03/2018

know what makes people tick. taking actions conscious of the lasting im-
I think that’s what defines a good CEO: to have the con- pressions (or “footprints,” in the words of
viction that everybody has a talent and your role is to make IESE’s Rafael Andreu) that these actions will
the most of those talents, for their sake, for the company, leave on people, organizations and society,
for society at large and for yourself – because if you capture which will define your personal reputation
a talent and help someone else grow, you grow yourself. and legacy.
You grow by spending the first hour of every morning going continuous learning that draws on past ex-
down to the plant and talking to your people: you always get periences to rise to future challenges.
something back. The organizational and technological com-
In this sense, I like to recall the wisdom of Mr. Dainese, plexity of global corporations today makes it
who, at a certain point in his life, stated that he did not want easy to miss the causal link between corporate
to become a caricature of himself, so he decided to leave. decisions and their consequences. Yet make no
That’s the most difficult decision a CEO has to make: you mistake: your actions do have consequences on
have to nurture somebody else who will be able – and will- real human beings, which is why we believe that
ing – to stab you in the back. Otherwise, nobody ever leaves strategic leaders need to be ever mindful of it.
a position of power. Strong leaders know when it’s time to Demanding that GMs weigh the conse-
move on. It’s a tough reflection, but you have to make it – quences of their decisions on all the people
not only for the sake of the company, but also for your own. affected by their actions might seem too high
a standard for strategic leadership. However,
we would contend that, for too long, the bar
has been set too low, contributing to less sus-
detect and the personal qualities you have – or tainable corporations and societies, which has
will have to develop – to tackle those needs. given rise to many of the social, economic and
This self-analysis is perhaps the most diffi- political ills that we are witnessing around the
cult, because it necessitates an honest, objec- world today. Celebrating corporate leaders only
tive self-assessment. It means accepting you for their financial results, without scrutinizing
might not have all the skills and competencies how their companies treat workers, customers
required to get the job done. And it often implies and the natural environment and how they in-
a radical change in your behavior. teract with governments, not only perpetuates
On the plus side, this process helps clarify this sorry state of affairs but ultimately reduces
which roles you may need to delegate to others the long-term viability of corporations.
on your executive team and which professional Your challenges as a GM are exciting, com-
adjustments you may need to make to align your plex and imply a high level of responsibility
profile with the tasks and behaviors this new toward others. “Encourage people to dare,”
phase calls for. insists Minoli. “The respect and openness that
However, some activities and areas simply you instill between people are what will help
cannot be delegated, so you will have to ask you survive.”
yourself how willing you are to acquire the req-
uisite skills and whether you can do it. Here, one TO KNOW MORE
factor makes the difference: your degree of free-
dom. How much time do you have to dedicate n Ferraro, F. and J.M. Argüelles. “Strategic
to these activities? How much decision-making Leadership: A Road Map for the General
autonomy and ability to influence do you have? Manager’s Journey.” IESE Technical Note, 2017.

ISSUE 36 FIRST QUARTER 2018 51

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