A Quote by Michael Porter
The chief strategist of an organization has to be the leader - the CEO.
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The success, or failure, of a CEO to implement AI throughout the organization will depend on them hiring a leader to build an organization to do this. In some companies, CIOs or chief data officers are playing this role.
I argue that once it became clear that the most important function of the CEO was to develop and enact the corporate strategy, that often had the effect of distancing him from people below him in the organization. It also encouraged the idea that if a CEO were a great strategist for a company in one industry, he would probably be a great strategist in another industry. And that usually hasn't proved to be the case.
Most importantly: Don't adjust your results to build up the ego of the chief strategist. Especially if the strategist is you.
The leader is the organization's top strategist... systematically envisioning the future and specifically mapping out how to get there.
I was deputy assistant to the president. My job was strategist in the office of the chief strategist, Stephen Bannon. Somebody once described me as the president's national security utility infielder.
The one thing I have learned as a CEO is that leadership at various levels is vastly different. When I was leading a function or a business, there were certain demands and requirements to be a leader. As you move up the organization, the requirements for leading that organization don't grow vertically; they grow exponentially.
In my experience, it is the leader - the CEO - who plays the crucial role in creating and 'owning' an organization's culture, setting the tone, and executing on that consistently.
We tend to think of the mind of an organization residing in the CEO and the organization's top managers, perhaps with the help of outside consultants that they call in. But that is not really how an organization thinks.
The mayor of New York is the chief executive of the city. It is a complex organization and it requires the requisite skills to understand how to be the leader of the people and manage the government of N.Y.
There is almost nothing more painful for a leader than seeing good people leave a growing organization, whether it's a priest watching a Sunday school teacher walk out the door or a CEO saying goodbye to a co-founder.
Fortunately or unfortunately, the one predictable thing in any organization is the crisis. That always comes. That's when you do depend on the leader: The job of the leader is to build an organization that is battle-ready, that has high morale, that knows how to behave, that trusts itself, and where people trust one another.
Today's president, CEO or managing director needs to be a disruptive influence with imagination, vision, and courage to lead the organization into new and dangerous territory. The leader must be an entrepreneurial driver who can inspire the team to boldly venture into uncharted lands.
A Chief must show no fear, no worry... A Chief is a leader first, and a man second.
The CEO era gave rise to the CFO (not certified flying object, as you might imagine, but chief financial officer) and, most recently, the CIO, chief investment officer, a nice boost for the bookkeeper you can't afford to give a raise . . .
The chief executive officer is also the chief sales officer. He or she is responsible for the success of the company and making a profit. The closer the CEO is to the everyday selling process, bringing in business, the more successful the company will become.
As an organization changes your mindset as a leader also has to change. This becomes the lid to you organization. Whenever my organization starts to settle I believe I have to lift my lid, my capacity I have to think and act in a different way to achieve different results.
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