Corporate pitch-rollers need luck as well as good judgment

By the Editorial Team · Monday, October 5, 2026

Corporate leaders like Citigroup CEO Jane Fraser use a strategy called "pitch-rolling," which involves preparing stakeholders for long-term reforms while managing short-term expectations. This approach can help maintain morale and enable gradual progress, but its success depends on careful communication and adaptability to changing circumstances.

Corporate leaders often face the challenge of balancing ambitious long-term plans with the need to manage immediate expectations, a dynamic increasingly described by the term “pitch-rolling.” Derived from cricket, this concept refers to the preparatory work done to improve conditions before undertaking significant changes or difficult decisions. It has recently been used to characterize UK Prime Minister Andy Burnham’s approach to his government’s agenda, which largely envisions reforms materializing by 2030 or beyond.

Pitch-rolling serves as a strategic tactic for new leaders who begin their tenure enjoying high approval ratings but recognize that necessary adjustments may be unpopular. The approach involves simultaneously setting realistic expectations while maintaining morale, a delicate balance that requires both prudent execution and an element of luck.

Jane Fraser, CEO of Citigroup since 2021, exemplifies this strategy in the corporate sector. Upon assuming leadership, Fraser inherited a sprawling and underperforming financial institution that had deferred difficult decisions in the past. Over five years, she implemented extensive restructuring, including substantial job cuts, to address fundamental issues. Although Citigroup’s profitability targets remain modest compared to competitors, its stock performance has outpaced many rivals, suggesting that measured pitch-rolling paired with effective implementation can yield progress.

However, leaders must calibrate their messaging carefully to avoid dampening morale. British Labour Party leader Keir Starmer experienced an early drop in support during his initial months due to overly pessimistic communication. Similarly, Boeing’s CEO Kelly Ortberg, who took charge in 2024 amid the company’s struggles, emphasized forthcoming “tough decisions” and “structural changes” but also expressed confidence in restoring the company’s industry leadership, illustrating the importance of balancing caution with optimism.

Execution is crucial, as demonstrated by BP’s experience under former CEO Bernard Looney. Looney announced ambitious plans to transform the energy giant into a leader in renewables and cut the company’s dividend to support the transition. Despite initial market enthusiasm, progress on these green initiatives lagged, and Looney was dismissed in 2025—officially for misconduct, but his successor promptly abandoned the strategy. This case underscores how external factors can derail even well-intentioned transformations. For BP, changes in U.S. energy policy following a shift in the American presidency altered market dynamics, limiting the company’s ability to execute its earlier vision.

Ultimately, pitch-rolling requires not just laying groundwork but also adapting to evolving circumstances. Effective leaders combine disciplined planning with flexibility to navigate unforeseen challenges and sustain momentum through complex transitions.

This article was reported by synthesizing coverage from multiple independent news outlets to present a balanced, unbiased account. Read about our editorial standards. Spotted an error? Let us know.