The Role and Responsibility of CEO in the Strategy-Making

The Role and Responsibility of CEO in the Strategy-making, Strategy-executing Process
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The Role and Responsibility of CEO in the Strategy-making, Strategy-executing Process
As the company leader, the Chief Executive Officer (CEO) plays a critical role in making strategic decisions. The CEO is the highest-ranking executive decision-maker and manager in the organization. The duties of the company’s top manager can be extensive and far-reaching. From making decisions concerning the strategy formulation and direction for the organization to sustaining awareness of what their rivals are doing, CEOs should manage, lead, and work at a high level to ensure business success and sustainability. Every CEO should strive to assist the company make profits and growth in the long run, but not all succeed in their endeavors. Some CEOs have earned reputation and respect for being the firm’s saviors, while others are considered responsible for its sustainability, even when they generate good outcomes. In order to become a successful CEO, it is crucial to understand the expected roles and responsibilities and how to effectively executive them. This paper examines the role and responsibility of the CEO within the strategy-making, strategy-executing process. It also considers several CEOs and their companies that exemplify the role.
CEO’s Role in Strategy-making, Strategy-executing Process
Before the strategy is designed and implemented, the CEO’s role is to establish the need for change by scanning the business’s environment. For example, after joining the company, the Microsoft CEO sought to formulate an innovative strategy to drive sustainability. First, he outlined the organizational vision in a detailed memo concerning the company’s strategy. He also went ahead and identified the need for change and promised employees the actions that the company would take in the months to come to drive its vision. The memo was anchored on the “cloud-first, mobile-first” strategy he outlined after taking over responsibility as Microsoft’s new CEO. In this vein, Nadella provided strategic direction to the company. He showed the way to followers, including defining their roles and effectively executing their duties (Prakash, Bisla, & Rastogi, 2021). Within the strategy-making and strategy-implementing process, the leader should provide direction to realize the strategic vision and act as a role model for the entire organization (Jabbar & Hussein, 2017).
The setting of the objectives constitutes another critical responsibility of the company head, especially within the strategy-making and strategy-executing framework. The CEO must set the objectives and secure buy-in from the employees towards such goals. The company leader identifies feasible approaches to translate the vision into realistic goals and objectives. The leader designs the strategy’s objectives and then evaluates the internal and external business environment. He or she then fixes the critical needs as part of the strategy formulation and implementation framework, including executing performance appraisal measures. The strategy-making component of the whole process fundamentally entails planning for the future. The CEO converts the planned strategy into realistic actions (Jabbar & Hussein, 2017). In this way, the company head plays a crucial role in ensuring that the strategic objectives and goals are achieved.
The CEO’s role also entails crafting the company’s strategy to meet the objectives. The strategy is vital in ensuring the organization moves towards the intended long-term direction. The leader should assume a strategist role in this regard. The company’s head vision offers the purpose of the organization’s existence and the chosen strategies to achieve the mission and vision. Jeff Bezos of Amazon exemplifies this role within the strategy-making, strategy-executing strategic management framework. In 2009, the CEO described the company’s strategy centered on the need for employees to identify what they were good at and seek to serve the market segment that required the specific skill. After conducting the situational analysis, Bezos sought employees’ buy-...