Harvard Business Review
MARCH 12, 2014
So why do we assume that our CEOs will? Like Federer, some CEOs consistently win in one context but lose in another. If you’re involved in CEO selection, this requires that you both hire the right CEO and understand when the company’s strategic situation suggests that a different CEO is more likely to win.
In the CEO Afterlife
APRIL 24, 2017
What’s left in apparel and sporting goods is a good strategic fit with Nike’s operations. The added complexity and loss of focus on the Nike brand was a lesson well-learned and it didn’t take Nike long to see the error of their ways. They divested both businesses and discontinued several other products including golf clubs and bags.
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Strategy Driven
OCTOBER 21, 2016
The CEO called for a redoubled effort to resurrect its ailing American arm, a market where customers had been flocking to sports utility vehicles. Learn to Lead Strategically. Ensure Strategic Fit. Convey Strategic Intent. A new strategy was required.
Harvard Business Review
NOVEMBER 18, 2013
Yet less attention is given to one of the most important determining factors of all: Whether directors who have actually served as CEOs are driving the process. If the succession and search are not driven by those who have already run another firm, the company is, in our experience, less likely to end up with a CEO who can run this one.
Harvard Business Review
FEBRUARY 6, 2014
In one of the most widely scrutinized CEO successions ever, Microsoft directors selected insider Satya Nadella to run the company, only their third CEO pick in the firm’s nearly 40-year history. Even the sitting CEO who knew the three finalists as well as anybody was surprised. His challenges will be enormous.
Harvard Business Review
NOVEMBER 17, 2015
First, it must start with the CEO. As CEO of Campbell Soup between 2000 and 2010, Doug Conant employed quarterly engagement surveys to assess and develop high commitment in the company’s multiple business and operating units. The CEO had a cubicle in the middle of a hangar with 3,000 other cubicles. Insight Center.
Harvard Business Review
JULY 9, 2012
I was just in Las Vegas spending time at the Downtown Project backed by Zappos CEO Tony Hsieh (who self-professes that Luck serves as a core factor in his success). But to convert a Lucky Attitude into success, you also need to build what we call a Lucky Network.
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