Chief Executive Officer

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How Boards Botch CEO Succession

The strategic importance of CEO succession is indisputable, and the elements of effective succession planning have long been known. So why do many boards plan poorly for CEO succession when the cost of failure is so high? Research finds three key reasons: Hiring criteria are not aligned with strategic needs, boards are reluctant to antagonize the incumbent CEO, and many boards aren’t developing the executives below the CEO and top team.

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How CEOs Can Leverage Twitter

Rather than waiting for impressions about a company to be driven by others in social media, CEOs of large companies can help shape the conversation by becoming active on Twitter. Journalists often check a CEO’s Twitter account before covering the CEO or the company, and certain types of business-related CEO tweets — including tweets about new management initiatives; strategy and performance; and new products and services — have even correlated with positive movement of company stock prices.

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How Global Is Your C-Suite?

New research shows that the vast majority of the world’s largest corporations are run by CEOs native to the country in which the company is headquartered. Does that matter? Some studies indicate that national diversity in the top management team can be associated with better performance. What’s more, the presence — or absence — of nonnative executives in a company’s top management team can send a signal to employees outside the home country: It indicates the long-term career prospects for foreign middle managers already in the company as well as for potential hires.

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Staying in the Know

In an era of information overload, getting the right information is a challenge for time-pressed executives. How can they best distinguish usable information from distracting noise? New research argues that to remain appropriately and effectively knowledgeable, executives need a personal and organizational capability to continually “stay in the know.” And that means assembling and maintaining a “personal knowledge infrastructure” built on both technologies and conversation.

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Are Firms and Managers At Risk When Contributing to Climate Change?

At what point do corporate executives become personally liable for their companies’ failure to take action on climate change? This question is moving into focus as more company executives are being held accountable for business practices and decisions that harm the public. Climate activists look at precedents in the tobacco industry and asbestos manufacturing as the potential basis of legal action against the fossil fuel industry’s leadership.

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Driving Change Through Corporate Programs

CEOs of large companies introduce corporate programs as a way to foster strategic renewal. But whether the goal is boosting profitability, improving business models or establishing new directions for growth, it’s important to match the design of the program with the desired outcomes.

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Why Good Leaders Don’t Need Charisma

Among charismatic executives, for every Steve Jobs, there is at least one Dick Fuld — maybe more. Fuld presided over the downfall of Lehman Brothers. Nor is Fuld alone: Six out of 18 of Germany’s most recent “Manager of the Year” winners were responsible for dramatic missteps, including Daimler’s disastrous acquisition of Chrysler Corp. under CEO Jürgen Schrempp. That raises a question: do charismatic business leaders typically outperform their more ordinary counterparts over the long run?

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When Is an Outsider CEO a Good Choice?

On average, CEOs recruited from outside the company perform about the same as those who come up through the ranks, the authors’ research suggests. But there are certain circumstances in which outsider CEOs tend to do better: CEOs recruited from outside the company outperform those who come up through the ranks at companies with a recent history of poor performance. The author studied CEO succession in 90 single-business organizations over 30 years in the U.S. airline and chemical industries.

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Marissa Mayer's Skills as an "Idea Connector"

  • Blog
  • Read Time: 2 min 

Google VP Marissa Mayer exemplifies the key traits of an idea connector, a person who links up idea scouts who have limited internal company networks with R&D engineers and others. One mechanism she uses: she holds three weekly sessions where she is accessible to all Google employees who want to pitch a new idea.

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When Bad People Rise to the Top

Surprisingly often, executives with impressive track records are mysteriously transformed into corrupt and tyrannical monsters once they become CEOs. What danger signals do these individuals exhibit, and what measures can be taken to reduce the likelihood of hiring them?

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Showing 1-20 of 32