In the CEO Afterlife

SEPTEMBER 8, 2015

Now, I don’t want anyone to think that I don’t value information technology. When I was a CMO and CEO, I operated with an entrepreneurial mindset that required taking decisions as early as possible. That meant making the call without all of the information, and not fretting about it, but being glad of it.

Power 100

Power Competitive Advantage Airlines Information 100

Harvard Business Review

NOVEMBER 21, 2013

Not just those under attack for ethical lapses, accounting problems, or excessive compensation – retired college presidents are the latest to join corporate executives in the latter category. to new CEOs with a vision their stakeholders won’t rally behind that won’t guarantee results anyway. And that is just IT.

Management 8

Management Real Estate Information Technology Execution 8

Harvard Business Review

SEPTEMBER 28, 2012

After all, what company on earth enjoyed greater access to more insights more quickly from more people searching for more information? Then–Google CEO Eric Schmidt was appalled : "Sergey, among your many ideas, this is the worst." (The An HBR Management Puzzle. What a pity. BIG DATA INSIGHT CENTER. How to Repair Your Data.

Hedge 15

Hedge Core Competence CFO ROI 15

Harvard Business Review

JANUARY 18, 2012

These are the qualities I believe made him the best CEO, so far, of the 21st century: Humility and openness. Palmisano warned against prioritizing shareholders or other constituents, calling this "a false choice," and explaining that "Long-term management is a serious challenge in a world driven by short-term thinking.

Globalization 15

Globalization Golden Parachute Short-term Long-term 15

Harvard Business Review

DECEMBER 3, 2015

Appoint a project leader to direct the team, define deadlines for key milestones, such as contracting with an external IT vendor or obtaining ethics approval (if necessary), and hold the team accountable for delivering on them. A sustainable outcomes measurement system must engage a broad range of functions within the organization.

Health Care 8

Health Care Mayo Long-term Committee 8

Harvard Business Review

DECEMBER 8, 2010

A CEO can make hundreds of millions for running a once-thriving company into the ground because he (or she) can earn his mega-bonus faster than you can stop him from earning it. There are big and small, worse and better, more and less ethical ways to do the latter. And the systemic result of that is crisis, stagnation, and decline.

GDP 15

GDP Hypercompetition IPO Information 15