Nimble CEOs need social networks: Strategic flexibility boosted by gaining knowledge

Abstract

Purpose

The purpose of this paper is to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Quick thinking, an ability to react swiftly to changing circumstances, knowing what to do immediately when faced with a challenging situation. What company can afford to have a CEO who does not fit that description? But how do those in the top job stay alert to unstable, dynamic environmental conditions? How do they gain the knowledge and expertise they need to act nimbly in the best interests of their organization? How do they ensure their firms embrace strategic flexibility and what is their role in fostering it? These are questions which an organization cannot ignore if they accept that their CEO is one of their most powerful actors and chief decision maker.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Citation

(2013), "Nimble CEOs need social networks: Strategic flexibility boosted by gaining knowledge", Strategic Direction, Vol. 29 No. 6, pp. 12-14. https://doi.org/10.1108/SD-05-2013-0020