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      "text": "It is time for the CEO to shift gears, from planning the transformation to actually leading it.",
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      "text": "Once these measures are underway, there is a real risk of prematurely declaring victory and moving on to other priorities, which will all but ensure the failure of the transformation effort. Instead, it is critical to maintain focus and ensure that initiative teams are on track to achieve results. Assuming that some form of project tracking has been put in place, now is the time to ensure that leaders have full transparency into the progress of each initiative. Regular review sessions, facilitated by the PMO, should provide sufficient information for leaders to know whether—and how—they need to intervene.",
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      "text": "soon take in response. The case for change is typically made to internal stakeholders in various venues, such as workshops and town hall meetings, as well as through communication channels that allow the CEO to answer important questions on vision, approach, and tactical next steps.",
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      "text": "(For more on this phase of transformation, see the chapter “Funding the Journey.”)",
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      "text": "Prepare and launch the transformation. As the transformation starts to take shape and the case for change becomes clear, leaders must put the foundation in place for the transformation, balancing the long-term vision with the day-to-day reality. It is time for the CEO to shift gears, from planning the transformation to actually leading it. This means immediately kicking off the rapid, no-regret moves that will deliver impact within 3 to 12 months, creating and enabling initiative teams, and setting up the overall governance and change management program for the transformation.",
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      "text": "Note that leaders should tailor the message and the communication style to the company’s situation. Some companies have well-established ideas about their overall direction and sense of purpose; these companies can focus primarily on short-term performance and delay setting a more visionary agenda. Other companies are tired of short-term thinking and constant cuts and need a more compelling story about where the new CEO intends to lead the company. In all cases, however, it is critical for the CEO to speak with authenticity and a sense of urgency. (For a case study of a company that had to take rapid and dramatic steps during a transformation, see the sidebar “A Pharmaceutical Company Transforms Itself and Generates $20 Billion in Value.”)",
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