The impact of strategic leadership changes on innovation strategy implementation in the South African liquor industry

Abstract

Innovating and adapting to change is critical for achieving organisational success in the current dynamic business landscape. Leadership transitions, particularly within top-level management, significantly shape how innovation strategies are developed and executed. This study investigates the impact of strategic leader transitions on operationalising innovation strategies within a selected organisation in the South African liquor industry. Guided by the primary proposition that a transition in strategic leaders significantly influences the execution of innovation strategies, this research explores how leadership changes affect organisational priorities, vision, and, ultimately, the successful implementation of innovation initiatives. The study concluded that strategic leader transitions result in changes to strategic priorities, prompting adjustments in innovation strategies that can influence both their direction and outcomes. Furthermore, it assumes that changes in strategic leaders may alter organisational culture and employee attitudes toward innovation, subsequently affecting the effectiveness of innovation strategy execution. This study uses a qualitative research approach to draw insights from employees across key departments, focusing on their experiences and perceptions regarding leadership transitions. Through theoretical triangulation, the analysis offers a nuanced understanding of the interrelationship between leadership transitions and operationalising innovation strategies, contributing to the fields of organisational change, innovation management, and leadership in the South African business context. The findings are valuable regarding implications for managing leadership transitions to support sustained innovation and strategic alignment within dynamic industries.