The Interim CEO Works. The Placeholder CEO Doesn't.
Interim CEOs are a legitimate strategic tool, but only when boards hire them for a mission with real authority. Treat one as a seat-warmer and the evidence says you get a seat-warmer's results.
Interim CEOs are a legitimate strategic tool, but only when boards hire them for a mission with real authority. Treat one as a seat-warmer and the evidence says you get a seat-warmer's results.
Boards now pick first-time CEOs by default but still govern them like veterans. That makes half a decision, and the early stumbles belong on the board's ledger.
A leader's week fully offline is a free stress test of how dependent the organisation is on one person. Checking in from the beach cancels the test before it reports.
Alexandrakis is right that CEOs can't carry transformation alone. A team that decides without the CEO is built from goals and scorecards, which most C-suites lack.
Gartner found employee willingness to support change fell from 74% to 43% as annual initiatives rose from two to ten. That's not apathy. It's an overdrawn capacity account.
The professional playbook that rewarded deep expertise above all else is being rewritten by AI, and Adam Grant’s diagnosis is more urgent than most leaders realize.
Workplace norms are reshaping what effective leadership looks like, and the managers who understand this shift are building something far more durable than a reputation for being fun.
Four founders who skipped their degrees built billion-dollar companies by treating the real world as their MBA, and their strategies reveal something profound about how leadership is actually learned.
The appointment of Gen Z professionals to chief AI officer roles is not a novelty story. It is a signal about what organizations must now prioritize to compete in the age of artificial intelligence.