eing a CEO seems like an impressive role. Out at the front of the company, delivering the success of the business, developing and pursuing the strategic vision, and directing the evolution of the product, the people, the marketing, distribution and finance. It’s a big job. Now factor in recent and enormous changes to most British businesses. Take, for example, the global outlook (and competition) for most firms, environmental and social responsibilities, inflation, pressure from investors, the talent squeeze and the continuous feedback loop from customers through social media. Running a company has become so complex and the responsibilities so great that being a CEO is no longer a one person
