Lakhasly

How do managers influence others in the organization?At Vimeo, applying her marketing expertise, Sud determined that what sets Vimeo apart from its competitors is its ad-free context and advanced video-editing tools, which attract submissions from filmmakers who pursue high qual-ity, want to showcase their work, and are willing to pay for a monthly subscription.After graduating from Wharton, the University of Pennsylvania's business school, she worked for Amazon and Time Warner and earned a master's in business administration from Harvard before moving to Vimeo as its vice president of global marketing.?Sud contributed this view from a marketing standpoint, but as she continually and confidently reinforced it, it gained the power of a corporate strategy.As she expressed her vision, Vimeo should be "a creator's first home," where "every story can be beautifully told"-and, thus, a technology company focused especially on business and professional clients more than an entertainment provider serving consumers.One manager who does this well is Anjali Sud, who at age 34 took the position of CEO at video-editing and sharing platform Vimeo after just three years with the company.'Besides using the authority of their position, successful managers use their understanding of people and organizations to direct conflict in positive directions, negotiate agreements, and gain and use power appropriately.

How do managers influence others in the organization? Successful managers get things done through others. Besides using the
authority of their position, successful managers
use their understanding of people and organizations to direct conflict in positive directions, negotiate agreements, and gain and use power appropriately. One manager who does this well is Anjali Sud, who at age 34 took the position of CEO at video-editing and sharing platform Vimeo after just three years with the company.' Sud's career has demonstrated her intelligence and interest in business from the start.
After graduating from Wharton, the University of Pennsylvania's business school, she worked for Amazon and Time Warner and earned a master's in business administration from Harvard before moving to Vimeo as its vice president of global marketing.?
At Vimeo, applying her marketing expertise,
Sud determined that what sets Vimeo apart from its competitors is its ad-free context and advanced video-editing tools, which attract submissions from filmmakers who pursue high qual-ity, want to showcase their work, and are willing to pay for a monthly subscription. Sud contributed this view from a marketing standpoint, but as she continually and confidently reinforced it, it gained the power of a corporate strategy.
As she expressed her vision, Vimeo should be
"a creator's first home," where "every story can be beautifully told"-and, thus, a technology company focused especially on business and professional clients more than an entertainment provider serving consumers. 3
Sud acknowledges that she was stepping beyond the thinking of a marketing executive.
But, she explains, "you just have to give yourself permission and not wait for formal permission" when you see a void that needs to be filled.
Speaking up was a way to build the company's strength as well as foster her own career. When the sitting CEO, Kerry Trainor, left Vimeo, control shifted to the CEO of IAC, the media conglomerate that owns Vimeo. However, IAC did not have a strategic direction in mind for the company.
In that risky situation, Sud's strategic thinking made her an attractive candidate for Vimeo's
CEO position. 4
Upon taking over as CEO, Sud immediately began to implement her strategy. The previous leader had planned to make Vimeo an entertainment destination, which would have forced it to compete with the already-popular Netflix, but Sud was determined to carry out her more-focused vision. This required ending some activities and reassigning employees to differ-
ent projects, a process that inevitably stirs up resistance and conflict. However, Sud ensured that management kept the focus on the vision, not the inconveniences of change.5
Sud's ideas for career success are based on contributing to the company's success. She