Leadership Transitions: The Watkins Collection (4 Items)

these executives to end up in the “foreign freeze.” They become

overly fixated on wringing insights out of data that just aren’t

there, or setting up entirely new information systems, rather than

focusing on the information at their disposal and what it really

suggests about strategic priorities.

Transitioning leaders need to recognize that operations in

developing countries (owned by companies based in developed

nations) can be highly fragmented, and that solid operational and

market data can be hard to come by. Often these businesses were

built through a series of acquisitions that were assimilated but

never fully integrated, resulting in businesses that are struggling

with competing priorities. Although this fortunately was not a

problem for Oscar