confirmed turnover in their CRO, head of sales, or other senior-most role responsible for revenue. We then matched that turnover with company performance, looking at the picture in the last full fiscal year that the CRO was in seat and the first full fiscal year that the new CRO was in seat, effectively providing the new CRO a “fair shake” to settle into the role. points in the first full fiscal year after the switch-out. Changing CROs to capture a few additional points of growth typically backfires. These long-term effects can create a cycle of underperformance that becomes increasingly difficult to break. approach. …
摘自《哈佛商业评论》(Harvard Business Review)Special Issue: New Strategies for Growth · 2026年春季刊,Jenn Lim and Jen Fisher。仅引用开头一小段供了解文章,版权归原刊所有,全文请阅读原刊。