About the subject
The sixth Big Six Questions of Strategic Management question explores strategic leadership, which might involve identifying the competitive value that executives can deliver to address new opportunities or threats, evaluating the extent to which today's challenges require CEOs to re-evaluate their role in leadership, and understanding the impact that a CEO's position on issues and their persona can have on firm valuation.
CORE QUESTION
- What skills, experiences, and capabilities do CEOs, senior leadership teams, and boards need as the strategic environment becomes more complex and uncertain?
- How do ethical considerations shape leadership judgment and strategic decision-making? How should senior leaders allocate their attention between current operations, emerging disruptions, and longer-term strategic opportunities?
- How can boards and executives balance near-term performance expectations with strategic investments whose value may emerge only over longer time horizons?
- What governance structures, incentives, and performance measures support strategic renewal while maintaining accountability for current performance?
- How can leaders build and sustain commitment to major strategic transformations through uncertainty, market volatility, and leadership transitions?
- How are technological change, workforce expectations, geopolitical pressures, and evolving stakeholder demands reshaping the roles of CEOs, senior executives, and boards?
- When and how should leaders reconsider established strategies, organizational structures, and assumptions about how their organizations create and sustain competitive advantage?
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The big six questions
of strategic management
This is one question in a series, the Big Six Questions of Strategic Management, aimed at bridging the worlds of scholarship and practice. These questions serve as an inspiration to guide the development of actionable insights, frameworks, tools, and resources for the SMS community.