A Quote by Walter Kiechel

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.
The chief strategist of an organization has to be the leader - the CEO.
Somebody asked me 'what's the job of a CEO', and there's a number of things a CEO does. What you mostly do is articulate the vision, develop the strategy, and you gotta hire people to fit the culture. If you do those three things, you basically have a company. And that company will hopefully be successful, if you have the right vision, the right strategy, and good people.
The smart strategist allows strategy to be shaped by events. Good reactions can make great strategy. Strategy involves competition of goals, and the risk is the difference between those goals and the ability of the organization to achieve them. So part of the risk is created by the strategy.
I think that's the responsibility of the CEO and the CEOs below me: to make sure that we're constantly putting people in places where they have the opportunity to develop into those careers but also having a rewards and recognition system that allows a great programmer to stay as a great programmer.
The CEO is, by far, the most important decision for a company... The company is going to rise and fall with the CEO.
Also a great part of Polish industry proved to have existed only to support the Soviet military industry, and it became superfluous and incapable of being transformed into anything else. We did not foresee that or the magnitude of these phenomena.
Because one of the main jobs of a CEO is to set the vision and strategy for the company, I'm a big believer in making one of the founders the default CEO.
In a large successful company where your power base as CEO isn't all that secure, it's hard for a CEO to pursue a truly disruptive strategy.
As far as Saddam Hussein being a great military strategist, he is neither a strategist, nor is he schooled in the operational arts, nor is he a tactician, nor is he a general, nor is he a soldier. Other than that, he's a great military man, I want you to know that.
Most importantly: Don't adjust your results to build up the ego of the chief strategist. Especially if the strategist is you.
There are three things you need to do as a CEO-founder. Think strategically, drive design, and drive technology. Some people who are really good at one can build a pretty foundational company. Most people who are very successful are good at two. But Jack is the only person in the Valley I've met who's all three. He's a first-rate strategist, a first-rate designer, and a first-rate technologist.
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.
21 years as CEO is a long time. I was and probably still am the longest serving CEO in America. Certainly I am in the media industry, bar none.
My dad is into business and quite established. But I decided to pursue acting. Had I joined him I would've become the CEO of the company and things would've been easier for me.
I visit T-Mobile call centers. We've got about 18 major call centers in the US, and before I was CEO, I heard that no CEO had gone to physically visit them. I go in, they meet me outside, we take selfies as I stand like a piece of furniture, I tell them about how things are going - but most importantly, I say thank you and help them see that their behavior and their work has driven the culture of the company that's changed the industry and the whole world. It's a bit of a love affair.
The transept belfry and the two towers were to him three great cages, the birds in which, taught by him, would sing for him alone. Yet it was these same bells which had made him deaf; but mothers are often fondest of the child who has made them suffer most.
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