CEOs

From where should we lead?

As the “Fasten Seatbelts” sign goes off in the global economy and CEOs step out of their crisis-control command centers, they must now decide: Should we go back to leading from atop the organizational pyramid—or should we stay in the eye of the storm? » Read more

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Twenty questions I ask myself every day

On weekdays when I am at home, and not travelling, I get up early, get connected to the rest of the organisation through mails and calls, do  an hour of yoga, and then drive to the office, arriving there around 10:00 a.m. I usually work until 8:00 p.m. and then head home to my family.

During the day, I try to avoid the traps that are so easy to fall into as a CEO. The most dangerous one is thinking you should know the answers to all questions that arise. This is ridiculous, of course. How can I possibly know the answers to questions that have to do with customers, relationships, technologies, solutions, countries, and offices that I have no direct involvement with?

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Building a positive meritocracy: It's harder than it sounds

When Michael Young coined the word in 1958, he never thought that meritocracy would be idealized 50-some year later. Young's book, The Rise of the Meritocracy, was a satirical glimpse of what the future would look like if Britain continued down the road of ranking individuals with standardized testing.

Today meritocracy is revered. Unfortunately the systems we believe to be meritocratic have precisely the same problems that Young feared—plus a few more. » Read more

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