Ceo of life
Ceo of life
В чем разница между CEO и SEO?
Иногда в разговорном обиходе, мы слышим это слово: «SEO» или «CEO». В чем же различия между ними?
Забегая вперед, давайте истолкуем, два схожих по звучанию слова, но при этом, столь разных по значению. Простыми словами, SEO — это поисковая оптимизация. CEO же, является термином, определяющим конкретного человека, занимающего, высокую должность в организации. Как вы уже могли понять, он никак не связан с оптимизацией веб-ресурсов. Разумеется, если он не работает в IT-компании, которая оказывает перечень данных услуг.
Давайте, более подробно, разберемся в данных аббревиатурах: кто это такой CEO; что такое SEO.
CEO (Chief Executive Officer) — расшифровка должности на русский язык
СEO — это название должности ведущего исполнительного директора, как правило. Расшифровка аббревиатуры — Chief Executive Officer, переводится на русский язык, как исполнительный или генеральный директор. Иными словами, данный человек — является ключевым должностным лицом в организации. В России он может быть генеральным директором, его заместителем, личным помощником учредителя, членом совета правления или даже президентом фирмы.
Но, в британских организациях вакансия «генеральный директор» интерпретируется, как Managing Director. При этом, его цели и задачи остаются аналогичными.
Чаще всего, CEO несут ответственность за построение бизнес-концепции, подбор управляющего персонала и руководство над ним. Также они принимают весомые решения, влияющие на будущее предприятия, и исполняют представительские функции. Они дают интервью в СМИ и тем самым, являются представителями компании на общественном обозрении.
Также во многих организациях CEO обязан понимать тонкости маркетинга. Поскольку именно на продажах и выстраивается вся экосистема предприятия. Например, он должен уметь самостоятельно прорабатывать этапы касаний с клиентов. Если вы не знаете что это, можете ознакомиться со статьей о том, как создать воронку продаж.
Как вы могли догадаться, в каждой организации определение должностного звания и обязанностей происходит индивидуально. Исходя из теории менеджмента, на макроуровне Chief Executive Officer является связующем звеном между предприятием и:
То есть CEO может нести ответственность почти за все отделы, находящиеся в компании. К примеру:
Человек, занимающий должность данного уровня, занимается планированием почти каждого шага компании, связанного с ее развитием на рынке среди конкурентов: принимает серьезные корпоративные решения и следит за качеством их исполнения. Его поручения исполняют начальники отделов и топ-менеджеры. Чтобы более подробно понять, что значит CEO компании, давайте разберем его:
CEO — Chief Executive Officer и коллеги
Должностные обязанности
В основные обязанности CEO входит:
Навыки и квалификация
В перечень основных навыков, присущих CEO, включены:
Права
Права также являются важным аспектом, который необходимо учитывать в должностном руководстве. В большинстве случаев, Chief Executive Officer имеет право:
Ответственность
Еще один значимый фактор — это ответственность, которую несет CEO. Вот перечень ключевых правил и задач, за которые он отвечает:
You Are The CEO of Your Life
In this article, I am going to introduce to you a powerful idea that struck a chord in me when I first heard it. It can change your perception of your life and get you to take action. I first got this idea when listening to a podcast by Robin Sharma, a popular self-help guru and author.
All of us earn a living in one way or another. We may be employees of a large company or entrepreneurs running our own business. During our work hours, we serve the vision of our employer or our business. We manage a huge plate of responsibilities, learn the best strategies and practices, receive training, and immerse in the company culture – all to meet the end objectives of the company. Some people devote their entire life to their work – even after official work hours and during weekends. Their life is tied to serving their company.
What if – you start viewing our life as your company?
Think about it. Your life is your company. You are the CEO of your life.
Ask yourself the following questions:
How are you performing as the CEO of your company? Are you a star performer? Are you leading your life to its highest success?
How is your company performing? Here, the status of your company is analogous to your overall status in life. How are you doing in your life? Is it improving year on year? Or is it not doing so well?
What is the vision and mission of your company? The mission is your purpose. The vision refers to your life goals. What is your overarching purpose in life? What are your life goals? Without clarity on these, everything in life is randomly scattered and not optimized to a common direction. There is no singular focus at all.
What are your company’s long-term and short-term goals? Companies have 1-year goals which are subsequently broken down into 5-, 3-, 1-year goals. The 1-year goals are then broken down into quarterly and monthly milestones. What are your 10-year goals? How about your smaller goals?
How are your different departments doing? Every company has departments, such as Marketing, Finance, Product Supply, etc. Look at the departments of your life, i.e. the areas on your life wheel – Health, Relationships, Career, Wealth, Spirituality, etc. What are the statuses of these departments?
Many people fall into the trap of overly focusing on the department of Career and Wealth, but neglect the rest. They do not realize that all the departments need to perform at the peak to lead to your best life.
Have you seen companies which scrimp on marketing budgets, only to have their product fail because of lack of consumer awareness? Or companies that neglect their employee wealth, only to lead to a high turnover rate due to disgruntlement among employees?
Likewise, you cannot neglect your Health or Relationships and expect your life to soar. The departments in your life exist to serve a particular function, which contribute to your life success. If you neglect your Health department, a series of health issues will arise later which affects your life. If you neglect your Relationships department, the bonds of your friendships will start weakening and friends will start drifting away. Are you neglecting certain departments? What can you do about them?
What is your organizational culture? Companies have its own organizational culture and values which define how it is run and how its employees behave. The equivalent of the organizational culture in our life will be our personality, values, and beliefs. What are your core traits that define you and your being? What are your values? What is the moral code you abide by? What are your beliefs? Are they positive or negative? Whether you are aware of them or not, these influence your everyday thinking and action.
What about the processes in your company? Depending on the company size, it will have varying complexities in its processes. A small company typically has few processes in place; a large conglomerate has a multitude of structured processes that it runs by. The processes would include quarterly/annual reviews, monthly team discussions, weekly updates, etc.
Processes are like habits and practices in our life. What routines do you have in place? Do you wake up early and sleep early each day? Do you have an exercise schedule? Do you have time set aside for relationships each week? How are your routines contributing to your life? What are the detrimental habits you should remove?
Are you investing in the best training for your company? Successful companies spend a lot of money hiring consultants and trainers to give formal training courses. There are also informal trainings, via day-to-day on the job learning. Are you constantly acquiring new knowledge via resources like books, websites, podcasts? Are you taking action and putting yourself in different contexts to learn and grow?
Some people may be very knowledgeable in a certain department like Career, but they are clueless when it comes to other areas like Relationships and Health. Do you know what it takes to lead your life to success and abundance? Do you know how to keep your health in top condition? Do you know what it takes to be a good partner and friend? Are you aware of what is needed to build a conducive family environment?
At the end of the day, remember that your career is only one aspect of your life. It is only one department of your whole company. As the CEO of your company, you need to ensure everything is in place for peak success, instead of focusing on a small aspect. Many people fail to see that. They devote their whole life to work and turn into workaholics, neglecting the other parts of their life in the process. They do not view their life in the way they should – holistically, rather than one small segment.
In my previous job in brand management, I saw people dedicate so much of their time and energy to improving their business every day, including myself. I saw directors and vice presidents who were exceptional at their work. I wondered, What if their life is their company? How would they run it? What if we were to apply all these world-class practices and rigor to our own lives? Without a question of doubt, the quality of our lives would soar dramatically.
Applying the Concept to My Life
When I first applied this concept to my life 2 years ago, I realized that while I had certain elements of a good company in place, my company/life was in a rocky position. There were several glaring areas that needed addressing right away to ensure long-term growth and success.
For example, even though I had defined my mission (purpose), my 10-, 5-, 3-, 1-year goals were not all that clear. I had some idea of my organizational culture (personality, values), but it was fuzzy – I realized that I had many blind spots which I was not aware of. I realized even though I was thriving in my Career and doing “not bad” in my Social/Relationships, my other areas were sorely neglected. For example, Health – I was constantly putting off sleep in favor of work. My diet was okay but not the healthiest. I was not exercising as much as I should. Family – my relationship with my parents had waned since I was a teen, and it had been that way ever since. Love – I was not seeing anyone and there was no one I was attracted to. Process-wise, the habits in my life were not in place – I was a largely disorganized person.
All in all, I was performing very well as an employee in my work, but as the CEO of my life? Not that well. The idea of being the CEO of my life made me think more holistically. I made me see my life for what it is and not just narrowed down to one or two areas, like Career or Relationships. It made me realize that it was up to me to lead my life to my vision. It made me step up to be a real personal leader and start leading my life the way it should be led. As the CEO, I want my company to be the best it can be – because it deserves nothing less.
And this is the same for you. As the CEO, you want your company to soar to roaring heights. As the CEO, you have the power to turn your company around, no matter what state it is in. As the CEO, only you have leadership and power to lead it to success.
Look at your life today and apply this concept to yourself. How is your company performing? What are your vision and goals for your company? Are you leading your company to be the best it can be? What should you start doing today to bring your company to its top success? Are you the best CEO you can be?
8 Steps You Need To Take To Become The CEO Of Your Life
This post “8 Steps You Need To Take To Become The CEO Of Your Life” was first published in the Huffington Post.
What does it mean to become the CEO of your life? To me, it means living the life you truly want. Doing what you want, when you want, the way you want.
That might sound like a dream to most. But it is possible. How do you become the CEO of your life? How do you make that dream reality?
The whole process can actually be broken down into a few simple strategies. All you need to do is follow these eight steps and you will be well on your way to becoming the CEO of your life.
Step 1: Take full responsibility for your life and circumstances
Are you unsatisfied with anything in your life? Is there a key issue or problem you find yourself complaining about on a daily basis?
Do you perhaps even blame others for the situation you are in?
I must admit I’ve been there, unhappy with where my life was going and ultimately blaming my unhappiness on everyone but myself.
Do you know what I learned after crawling out of that rut of self-deprecation and dissatisfaction?
No matter who you are or what you’re doing, you always have a choice.
You can continue to complain and point the finger at others…OR… you can turn your finger around and point it to yourself.
Ask yourself, “What could I do differently? How am I continuing this cycle of discontent? What is the root of my unhappiness?”
Take 100% responsibility for your life and circumstances. It’s easy to blame others. But the only way to get different results is to do things differently and change your mindset.
Whatever unhappy situation you find yourself in, whether it’s your career, business or personal life, have the courage to face your truth. Ask yourself the tough questions you’ve been avoiding and see what you can do differently.
After all, you are the only one that can change your life.
Step 2: Ask yourself some powerful, revelatory questions
Don’t get frightened by the words “powerful” or “revelatory”. In all honesty, the questions are simple, but life-changing.
What do you truly want?
What about this goal is important to me?
How do I need to change?
Straight-forward, to the point questions like these will help you realize exactly what you want out of life. Once you’ve pinpointed what it is your heart truly desires, you can finally make it an achievable goal.
Step 3: Create a vision board
Making an idea or dream come to fruition starts with visualization. Developing a mindset where your goal is already attained is a sure-fire way to achieving that dream. Vision boards are the best tool to do just that.
Some people may discredit the notion of a vision board, or the method of visualization itself. Don’t let that fog your mind. Visualization just plain works.
UFC Featherweight Champion Conor McGregor explains the usefulness of visualization best, noting that, “If you can see it here…and have the courage enough to speak it, it will happen. If you put out what you truly believe in, it will create the law of attraction and it becomes reality.”
Once you have the answers to the questions you asked in Step 2, create a vision board outlining your path to success.
You are the author of your life. Write your own story the way you want it to be. Change your story and your life will change accordingly. Make all your decisions from that place; the place you want to be. Sooner, rather than later, you will find yourself there.
Step 4: Determine what you need to start saying “yes” and “no” to
At every interaction or moment in life, you have to decide between saying “yes” or “no.” That may seem like an oversimplification, but it does ring true.
Whether it be a person, habit, or job, you have the choice between letting something affect you, or denying it entirely. You can either give power to the things that are stalling your progress, or removing their influence on you.
On the flip side of that, are you seizing every opportunity, or are you rejecting them? Are you saying “no” more often than you should be saying “yes”?
To put it a bit more simply, just ask yourself, what you need to say “yes” to and what you need to say “no” to in order to make your vision reality.
Step 5: Outline a plan of action
Nothing will change in your life unless you change it. Take every step necessary to make positive change possible.
But before that, you need to know where you’re going. That’s where an action-plan comes in.
Break down the tasks you need to complete in order to reach your big-picture-vision. Remember to be specific. Plan everything on a daily/weekly/monthly/quarterly/yearly basis so that you have a very clear action-plan that leaves little room for error.
If you want to lose weight, for example, going to the gym would be a daily or weekly task. If you want to go on vacation, saving money on small expenses would be a daily task and the trip itself would be a yearly goal.
Put everything into your personal calendar so you can check your action plan every single day and ensure you are on track.
Step 6: Share your plans with people who will support you
Changing your life is up to you, and you alone. But that doesn’t mean you need to push everyone away. You may have put yourself on this journey, but you can always look to others for support along the way.
Just remember, people can only give advice from their own point of view. You can’t expect them to truly understand you unless they are on a similar journey, or a few steps ahead. To achieve your goals you need all the positive energy around you that you can get.
With that in mind, invest your energy in people who can either connect with you where you are right now, or help bring you higher. In essence, only share your plans with those you know will support you, not those who will bring you down because of their own issues.
I feel this is the best way to work towards becoming your best self. Only invest your time in people who are aligned with what you truly want to create in your life.
Step 7: Trust your instincts
When it comes to making decisions, listen to, and more importantly, trust your inner voice. Or your heart, your gut, whatever you may call it. Trust yourself and your instincts.
Your intuitive heart will be your best guide on your journey. It’s the one thing that truly knows the best path for you.
Don’t look for external validation. You will know you are on the right path when you feel peace within yourself.
Step 8: Speak your truth and be you — always
The only way to be truly joyful, and to attract the right people and opportunities to you, is to truly be you.
That may sound strange and simple, but you’d be surprised how often people get caught up and overly concerned with how others view them and how they can change themselves to please someone else or conform to someone else’s idea of success or happiness.
We’ve all been there. But at the end of the day, you need to be yourself if you want to create a life that is perfect for you and only you.
So shine your brightest self. Don’t dim who you are to reach people at their level. Say what you need to say. Don’t conform or keep quiet to make others happy.
As Meryl Streep says, “What makes you different or weird — that’s your strength.”
And there you have it. 8 steps to help you become the CEO of your life. It may be a long process, but nothing is more important than your own happiness.
What does becoming the CEO of your life look like to you? If it means building a life and business you love waking up to, here’s my free ebook to get your started.
CEO, CFO, COO — кто это такие, или кто главнее среди C-Level
В предыдущей статье мы выяснили, как устроена типичная крупная корпорация, узнали кто такие Decision makers, C-Suite executives и топ-10 C-Level.
Теперь разберем подробнее кто есть кто в топ-менеджменте — среди C-Level.
1. CEO — Chief Executive Officer — Главный исполнительный директор — обычно управляет компанией. Часто подчиняется совету директоров, которым руководит председатель. Иногда генеральный директор и председатель совета директоров — одно и то же лицо.
CEO — главный исполнительный директор — находится на вершине иерархии и обычно управляет всеми остальными людьми, имеющими должности уровня C, а также президентом, если такая должность предусмотрена в компании.
President — Президент — должность обычно используется в небольшой компании, в которой нет генерального директора. В более крупной президент обычно является вторым лицом в компании. СЕО отвечает за обеспечение стратегического, финансового и операционного руководства компанией, тесно координирует и работает с Советом директоров и командой высшего руководства. CEO компании могут быть выходцами из любой карьерной среды, если они приобрели значительные лидерские качества и навыки принятия решений в ходе карьеры.
Роль CEO в корпорации чрезвычайна важна. По сути, это —лицо компании.
СEO может быть одновременно и членом Совета директоров компании — например, Марк Цукенберг в Facebook является также основателем компании.
Знаменитый Уоррен Баффет является председателем и CEO в Berkshire Hathaway Inc.
Абигейл Джонсон, одна из самых богатых и влиятельных женщин мира по версии Forbes, совмещает титулы председателя, президента и CEO в Fidelity Investments.
2. Chief Financial Officer — CFO — финансовый директор — отвечает за финансы. В стратегическом плане финансовый директор отслеживает тенденции рынка, анализирует их и дает финансовые прогнозы.
В финансовой индустрии должность финансового директора представляет собой вершину корпоративной лестницы для финансовых аналитиков и бухгалтеров. CFO управляет портфелем, отвечает в целом за бухгалтерский учет, инвестиционные исследования и финансовый анализ. Финансовый директор корпорации мыслит глобально, ведет поиск новых возможностей для бизнеса, взвешивая финансовые риски и выгоды каждого потенциального предприятия.
Топ-финансовые директора, известные в мире:
— Рут Порат/ Ruth Porat – Alphabet Inc. Занимает должность финансового директора Alphabet Inc. и ее дочерней компании Google с 2015 г.
— Лука Маэстри/Luca Maestri – Apple Inc. Старший вице-президент и главный финансовый директор Apple Inc. Ранее работал в Xerox Corporation в качестве исполнительного вице-президента и финансового директора.
— Дэвид Венер/David Wehner – Facebook Inc. Вехнер пришел в Facebook в 2011 г. на должность вице-президента по корпоративным финансам и бизнес-планированию. В 2014 г. Вехнер сменил Дэвида Эберсмана на посту финансового директора Facebook.
3. COO — The Chief Operations Officer — Главный операционный директор — управляет повседневной деятельностью корпорации: внутренними бизнес-операциями, оставляя генеральному директору или президенту представительскую роль лица компании.
Среди известных топ 10 COO назовем женщин-руководителей:
— Шерил Сэндберг/Sheryl Kara Sandberg, ставшая с июня 2012 г. первой женщиной в совете директоров в истории существования Facebook.
— Белинда Джонсон/Belinda Johnson, Airbnb: в настоящее время она работает в советах директоров Airbnb и PayPal.
— Кэти Бессант/Cathy Bessant: является главным операционным и технологическим директором Bank of America, а также членом исполнительного руководства компании.
CEO или CFO — кто главнее?
Является ли главный исполнительный директор выше финансового директора?
Главный исполнительный директор — это самая высокая общая должность во всей компании, а финансовый директор — самая высокая финансовая должность. Несмотря на то, что обе эти должности крайне важны в любой компании, их роли значительно различаются. Финансовый директор подчиняется непосредственно главному исполнительному директору.
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The Youth IncYOUbator is a collection of curated, transformative experiences that prepare youth for the future of work, life, business and to be the CEO of their own lives.
The Youth IncYOUbator, as the youth platform of CEO of My Life Global. Through a collaborative partnership, we hold our Flagship Program inside of the ATDC Start Up Incubator at Georgia Tech, the first and oldest technology incubator in the South East also known as the Silicon Valley of the East, located at Tech Innovation Square in Atlanta. We also hold our experiences across the globe at other top innovative universities and select partner school sites who have an entrepreneurial ecosystem and innovative culture.
Being IncYOUbated starts with YOUr child, showcasing a focus on creative confidence and personal development. The Youth IncYOUbator will help your child to develop their personal branding strategy, confidence, and self-awareness. Our experiences are also Grounded in S.T.E.A.M. awareness and confidence, what we call S.T.E.A.M.-FIDENCE.
Your child will walk away from our Youth IncYOUbator experiences more confident, creative, self-aware, and excited about their future in the innovative economy. We build relentless problem solvers who have goals for their future and aren’t afraid to fail and take on the challenge of achieving them.
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Be the CEO of Your Life
Get from where you are to where you want to be.
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Empower your inner leader
Bring it forward with courage, confidence and clarity.
Lead through connection
Take yourself, your team and your organization to new heights through conscious leadership.
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6 Steps to Unleash Your Inner Leader
Great leadership comes from who you truly are – your values, talents and heart. That is your greatest strength.
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Melissa Dawn is the founder of CEO of Your Life. As a motivational speaker, life, business & leadership coach, author, energetic healer and former VP Marketing, her approach is unconventional, inspirational, fun and holistic, empowering people to see themselves in a whole new light and finally take control of all aspects of their lives. She is the international bestselling author of I Attract What I Am: Transform Failure into an Orgasmically Joyful Life and Business. Melissa works with individuals, teams and organizations and has helped thousands become the CEOs of their personal and professional lives with confidence, success and joy.
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Пирамида бизнеса: чем CEO должен заниматься в стартапе
Изменение ролей СЕО на разных этапах развития бизнеса можно сравнить с компьютерной игрой. Представьте себе, что эта бизнес-игра выглядит как пирамида из 10 уровней и CEO должен вскарабкаться на ее вершину. На каждом уровне перед ним стоит определенная задача, которую нужно решить, и тогда он может подняться выше. Неправильное решение приводит к падению вниз на один или сразу несколько уровней. При этом порой приходится раздваиваться и играть параллельно сразу на нескольких уровнях.
1-й уровень: решаем проблемы по мере поступления
На первом уровне пирамиды задача СЕО формулируется очень просто: нужно из ничего сделать хоть что-то. Подобная формулировка подразумевает очень широкий спектр задач, то есть, по сути, руководитель должен за все браться сам. Во-первых, пока непонятно, что именно надо делать и как, а во-вторых, кроме партнеров, сооснователей компании, делегировать свои полномочия ему просто некому. Основатель PayPal Питер Тиль назвал данный этап в развитии стартапа «От нуля к единице» в своей книге под таким же названием.
Неудивительно, что большую часть своего времени на ранних этапах развития бизнеса все основатели тратят на решение всевозможных проблем. Необходимо зарегистрировать компанию, найти офис, подключиться к интернету, заказать мебель, самому общаться с клиентами, искать и нанимать персонал и даже сидеть в колл-центре, принимая звонки. В начале пути компании Travelata мы с моим партнером Станиславом Сацуком сами работали в контактном центре, помогая клиентам выбрать тур мечты, и сами учились закрывать продажи по телефону.
По сути, два бывших консультанта McKinsey, прослушав однодневный курс «Как стать турагентом», пытались убедить клиента купить тур, не подавая вида, что знаний в этой области у них ненамного больше, чем у самих туристов. При этом надо еще было проанализировать полученную информацию и сделать выводы о реальных потребностях и опасениях клиентов. На начальном этапе основателям необходимо быстро подтвердить или опровергнуть базовые гипотезы, чтобы понять, как двигаться дальше.
2-й уровень: строим продукт
Проверив гипотезы и разобравшись в потребностях и опасениях своих клиентов, предприниматели окунаются с головой в создание продукта. Лучше всего, если на ранней стадии продуктом занимается CEO. К сожалению, существует много примеров, когда основатели выбирали в качестве CEO талантливого экстраверта-продавца с хорошей деловой хваткой, но без опыта и желания заниматься продуктом. При этом создание продукта делегировали основателю с техническим мышлением. Загвоздка здесь в том, что технари зачастую любят решать сложные технические проблемы, а клиентам нужно, чтобы решали проблемы, связанные с их потребностями.
В результате даже если CEO оказывается настоящим гуру в области продаж, его успехи быстро сходят на нет, поскольку продукт, который не отвечает реальным потребностям людей, как правило, имеет очень низкий коэффициент удержания клиентов. Поэтому на ранней стадии развития стартапа одна из важнейших задач — заинтересовать клиента. Для этого необходимо тонко чувствовать потребности своей аудитории. Клиенты никогда не смогут сформулировать, что именно им нужно, хотя всегда говорят много любопытных вещей. Генри Форд утверждал, что если бы он спросил у людей, как должен выглядеть автомобиль, ему бы сказали, что машина должна быть похожа на быструю лошадь. Задача основателей — «залезть в голову» к клиентам и понять, что их действительно беспокоит, а затем решить проблему самым простым и интуитивно понятным способом.
Однако у таких CEO часто возникает одна болезнь. Они слишком влюбляются в свое детище и начинают думать, что лучше них работу менеджера по продукту никто выполнить не сможет. И на каком-то этапе подобная уверенность начинает приносить вред бизнесу. С ростом компании у CEO появляются новые задачи — открываются «новые уровни игры». И если гендиректор продолжит заботиться о продукте сам, он в итоге окажется и плохим руководителем, и плохим менеджером по продукту.
3-й уровень: где взять клиентов?
Выпустив продукт, предприниматели часто сталкиваются с ситуацией, что никто о нем не знает. Круга личного общения в этом случае не хватает, чтобы привести в компанию миллионы пользователей. CEO погружается с головой в проблемы нового уровня игры под названием маркетинг и продажи.
Одна из самых распространенных ошибок начинающих предпринимателей — это решение отложить поиск каналов привлечения клиентов до момента создания продукта. Многие рассуждают так: создадим крутой продукт и клиенты будут друг другу нас рекомендовать. Даже если их будет немного, привлечем деньги от инвесторов и пустим их в маркетинг. К сожалению, такие истории часто заканчиваются разочарованием: либо инвесторы не горят желанием вкладываться в бизнес, в котором не налажена реализация, либо основателям удается привлечь деньги, пустить их в маркетинг, но в итоге они понимают, что платные каналы не работают, а юнит-экономика не сходится.
Но деньги уже привлечены, и инвесторы требуют показывать рост. В такой ситуации напрашивается «логичное» решение: надо привлечь еще больше денег, и тогда со временем экономика сойдется за счет прямых клиентов с повторных продаж и бесплатного «брендового трафика». Увы, в большинстве компаний деньги заканчиваются гораздо раньше.
Идеальный вариант, если в начале пути у вас имеются каналы с оплатой за результат на основе партнерства. Например, предприниматель со стажем Андрей Романенко, сооснователь компании Qiwi, которую он вывел на IPO в 2013 году, запуская новый бизнес «Эвотор», начал сразу с заключения партнерского договора со Сбербанком.
4-й уровень: нельзя улучшить то, что нельзя измерить
Аналитика и система обратной связи с клиентами — это глаза и уши компании. Прежде чем в маркетинг инвестирован первый доллар, CEO обязан позаботиться о том, чтобы все данные, необходимые для оценки эффективности и масштабируемости каналов, правильно измерялись и просчитывались. В случае если система аналитики не настроена, существует риск, что можно не увидеть и не услышать то, что происходит в бизнесе и отрасли в целом. Аналитика помогает формировать и улучшать продукт на основе данных, а не на основе фантазий основателей. Однако не стоит пренебрегать и некоторыми отзывами клиентов. Любой частный случай конкретного потребителя нужно рассматривать в качестве возможности системного улучшения бизнеса для множества других клиентов, рискующих столкнуться с похожей ситуацией.
5-й уровень: набираем людей в команду
У любого CEO может быть множество недостатков, но при этом бизнес будет все равно жизнеспособным. При этом если руководитель не умеет собирать вокруг себя команду, каждый член которой — лучший специалист в своем деле, компании придется тяжело. Эта мысль, так же как и другие идеи о рекрутинге, хорошо раскрыта в книге Джеффа Смарта и Рэнди Стрита «Кто. Решите вашу проблему номер один». Для меня эта книга стала открытием в 2017 году. После ее прочтения тема рекрутинга перешла из области магии на основе интуиции в разряд системы, построенной на основе целей и планомерной работы.
6-й уровень: формализуем процессы и учимся управлять
С увеличением числа сотрудников в компании в ней начинаются так называемые болезни роста. СЕО приходится заниматься отладкой процессов. Чтобы управлять десятью сотрудниками и одним единственным проектом, можно и не быть гуру менеджмента. Однако когда бизнес разрастается, необходимо четко прописать, кто и за что отвечает, с кем взаимодействует, определить KPI для каждого направления бизнеса и всех ключевых сотрудников, а заодно реализовать систему автоматического измерения всех KPI. Без смены парадигмы управления с ручного на формализованное в сфере рабочих процессов и KPI рост компании с определенного момента начинает идти со скрипом, а нагрузка на топ-менеджмент растет по экспоненте.
7-й уровень: организационная структура компании
Чем больше становится компания, тем важнее правильно определиться с организационной структурой. Это не просто блок-схема с прямоугольниками, соединенными стрелками. В бизнес-школе курс по организационным структурам казался мне чудовищно скучным: «Ну какая разница, как разделить отделы и департаменты и кто там перед кем отчитывается».
И только после того, как невнимание к организационной структуре в Travelata стоило нам миллионов рублей убытков, мое отношение к этому уровню пирамиды в корне поменялось. Приведу лишь один пример из многих наших упущений. Долгое время отдел продаж и клиентского обслуживания находился под управлением моего партнера Станислава, а отделом маркетинга управлял я сам, и, соответственно, над нами не было человека, который мог бы спросить с нас обоих. В результате непродуманная организация привела к тому, что сотрудники из отделов продаж и маркетинга не хотели общаться и обвиняли друг друга в разных грехах: «Маркетинг нам гонит тухлые лиды, которые не продаются», «Продажники не умеют продавать». После объединения управления маркетингом и продажами в одно подразделение коммерции стиль отношений поменялся и сотрудники перешли от взаимных обвинений к конструктивному диалогу.
8-й уровень: ресурсы — инвестиции, связи, партнерство
Для роста компании необходимы ресурсы. Чаще всего это деньги, которые позволяют инвестировать в построение продукта и поиск масштабируемых каналов маркетинга. Конечно, можно развиваться и на реинвестиции собственной прибыли, но, во-первых, для многих низкомаржинальных ниш это нереалистично: прибыль в них приходит только с экономикой масштаба. Это присуще компаниям, работающим в сфере электронной коммерции и онлайн-путешествий. Во-вторых, компании с устойчивой бизнес-моделью на инвестиционных деньгах могут расти намного быстрее и обогнать тех, кто рассчитывает только на свои средства.
Роль CEO заключается в том, чтобы контролировать, есть ли у компании необходимые ресурсы для реализации разработанной стратегии. И поэтому одна из важных функций руководителя стартапа — это привлечение инвестиций и управление отношениями с инвесторами.
9-й уровень: стратегия
В области работы над стратегией стартапа меня привлекает система, которую предложил Питер Тиль в своей книге «От нуля к единице»:
Технология: есть ли у компании своя собственная технология, создающая серьезный барьер для входа конкурентов даже с большими бюджетами?
Тайминг: почему именно сейчас правильное время для того, что делает компания?
Монополия: знаете ли вы, как создать несправедливое преимущество (unfair advantage)?
Команда: есть ли у компании нужные компетенции в команде для ведения данного бизнеса?
Дистрибуция: нашла ли компания эффективные и масштабируемые каналы привлечения аудитории и продаж?
Долговечность: почему люди будут хотеть пользоваться продуктами/сервисами этой компании через 10–20 лет?
Секретный соус: есть ли у компании своя фишка, которая не видна постороннему глазу, но позволяет ей обходить конкурентов?
Если у основателей есть четкие ответы хотя бы на 5 из 7 вопросов, то, по мнению Тиля, у стартапа имеются хорошие шансы на успех.
10-й уровень: культура компании — миссия и ценности
Большой материал о важности ценностей для компании уже выходил в Forbes в прошлом году.
Чем крупнее и успешнее компания, тем больше своего времени CEO будет посвящать теме корпоративной культуры и ценностям. Компания с сильной корпоративной культурой всегда будет иметь преимущество перед компаниями со слабой культурой. Выражаться это преимущество будет во многом: скорости принятия решений, возможностях найма профессионалов рынка, лояльности, текучести кадров и многом другом.
Заключение: игра наоборот — начинаем с конца
Большинство основателей, дойдя до вершины пирамиды один раз, приходят к парадоксальному выводу, что на самом деле нужно двигаться в обратном направлении — сверху вниз. И любая проблема, решение или новая идея должны проходить оценку, начиная с конца. Сначала нужно определиться с соответствием вашей идеи ценностям компании: вдохновляет ли она настолько сильно, чтобы ею можно было заниматься долгое время без потери мотивации. Затем разрабатывается стратегия, потом начинается поиск ресурсов под данную стратегию.
На следующем этапе необходимо определиться с оргструктурой, бизнес-процессами и KPI и только потом начинать подбирать людей. Перед тем как инвестировать деньги в маркетинг, нужно выбрать критерии оценки результата и выстроить систему аналитики и обратной связи. И при этом постоянно помнить о продукте и не давать себе тонуть в текущих операционных проблемах. Любая проблема из операционки, которая доходит до уровня CEO, — это сигнал, что система где-то дала сбой и нужно ее починить один раз, чтобы больше к этой проблеме не возвращаться.
По сути, игра в бизнес-пирамиду для СЕО никогда не заканчивается: он постоянно движется по ней вверх и вниз, выявляя слабые места и делая акцент на том, что действительно нуждается во внимании для достижения максимального успеха компании. А чтобы получить такие навыки, необходимо взобраться на вершину пирамиды хотя бы один раз.
The Best-Performing CEOs in the World, 2019
Unlike rankings that are based on subjective evaluations or short-term metrics, HBR’s list relies on objective performance measures over a chief executive’s entire tenure—and these “career numbers” tend to hold steady. It’s no surprise, then, that 65 of last year’s CEOs reappear this year.
They do so despite a change in our methodology, made to reflect the fact that a rapidly growing number of funds and individuals now focus on far more than bottom-line metrics when they make investment decisions: For the past four years we’ve weighted environmental, social, and governance (ESG) scores to account for 20% of each CEO’s final ranking. This year we increased that share to 30%.
The CEO Life Cycle
How long should a CEO remain in the job? Executives and board members have ideas about this, but they are based on anecdotes, assumptions, and rules of thumb. To get beyond the conventional wisdom, researchers at the recruiting firm Spencer Stuart conducted a study on how CEOs typically perform over their tenure. They found a common pattern of ups and downs, which they’ve divided into five distinct periods. This framework should enable CEOs and boards to communicate more candidly. It may also keep directors from jettisoning a solid CEO during a temporary and predictable period of underperformance or tolerating mediocre performance for longer than they should.
The CEO’s Guide to Retirement
Some CEOs remain in the role too long, hurting investors, employees, and their own legacy. The author sees a frequent reason for that: CEOs don’t know how to identify the optimal time to retire, and they procrastinate because they can’t imagine what they will do after they leave the job. In this article he presents questions that chief executives can ask themselves to determine the right time for an exit; a step-by-step process for stepping down; and an overview of the options a former CEO may find fulfilling.
The complete Spotlight package is available in a single reprint.
The latest edition of HBR’s annual list
When Jensen Huang cofounded NVIDIA, in 1993, he focused on a single niche: building powerful computer chips to create graphics for fast-moving video games. As the company went public in 1999 and grew through the 2000s, video games remained its growth engine—but even back then, Huang, a Taiwanese immigrant who studied electrical engineering at Oregon State and Stanford, could see a different path forward. Data scientists were beginning to ask computers to perform much more sophisticated calculations more quickly, so NVIDIA began spending billions of dollars on R&D to create chips that would support artificial intelligence applications. By the mid-2010s its AI-focused chips had come to dominate this nascent market, showing up inside autonomous vehicles, robots, drone aircraft, and dozens of other high-tech tools. One look at NVIDIA’s stock chart shows how this bet has paid off: From late 2015 to late 2018, the company’s stock grew 14-fold—a performance that puts Huang, 56, in the top spot on HBR’s list of best-performing CEOs in the world this year.
The CEO 100, 2019 Edition: Series reprint
Huang is a new face at #1, but he’s no newcomer to the list: He ranked #2 in 2018 and #3 in 2017. (Last year’s top performer, Pablo Isla, of the Spanish retailer Inditex, moved from CEO to chairman, taking him out of consideration for 2019.) That consistency is typical of our list. Unlike rankings that are based on subjective evaluations or short-term metrics, it relies on objective performance measures over a chief executive’s entire tenure—and these “career numbers” tend to hold steady. It’s no surprise, then, that 65 of last year’s CEOs reappear this year.
CEO 100 Ranking
| Name/Company | Information | ||
|---|---|---|---|
| 1. |  | Jensen Huang NVIDIA | Industry: Information Technology | Country: United States | Start Year: 1993 | Insider: YES | MBA: NO | Financial Rank: 4 | Sustainalytics: 101 | CSRHUB: 179 |
| 2. |  | Marc Benioff* Salesforce.com | Industry: Information Technology | Country: United States | Start Year: 2001 | Insider: YES | MBA: NO | Financial Rank: 6 | Sustainalytics: 122 | CSRHUB: 229 |
| 3. |  | François-Henri Pinault Kering | Industry: Consumer Goods | Country: France | Start Year: 2005 | Insider: YES | MBA: YES | Financial Rank: 30 | Sustainalytics: 137 | CSRHUB: 118 |
| 4. |  | Richard Templeton Texas Instruments | Industry: Information Technology | Country: United States | Start Year: 2004 | Insider: YES | MBA: NO | Financial Rank: 56 | Sustainalytics: 59 | CSRHUB: 135 |
| 5. |  | Ignacio Galán Iberdrola | Industry: Utilities | Country: Spain | Start Year: 2001 | Insider: NO | MBA: YES | Financial Rank: 87 | Sustainalytics: 26 | CSRHUB: 43 |
| 6. |  | Shantanu Narayen Adobe | Industry: Information Technology | Country: United States | Start Year: 2007 | Insider: YES | MBA: YES | Financial Rank: 43 | Sustainalytics: 204 | CSRHUB: 82 |
| 7. |  | Ajay Banga Mastercard | Industry: Information Technology | Country: United States | Start Year: 2010 | Insider: YES | MBA: YES | Financial Rank: 13 | Sustainalytics: 166 | CSRHUB: 284 |
| 8. |  | Johan Thijs KBC | Industry: Financial Services | Country: Belgium | Start Year: 2012 | Insider: YES | MBA: NO | Financial Rank: 78 | Sustainalytics: 36 | CSRHUB: 111 |
| 9. |  | Satya Nadella Microsoft | Industry: Information Technology | Country: United States | Start Year: 2014 | Insider: YES | MBA: YES | Financial Rank: 86 | Sustainalytics: 99 | CSRHUB: 13 |
| 10. |  | Bernard Arnault LVMH | Industry: Consumer Goods | Country: France | Start Year: 1989 | Insider: NO | MBA: NO | Financial Rank: 7 | Sustainalytics: 337 | CSRHUB: 154 |
| 11. |  | Erik Engstrom RELX | Industry: Commercial Services | Country: United Kingdom | Start Year: 2009 | Insider: YES | MBA: YES | Financial Rank: 97 | Sustainalytics: 75 | CSRHUB: 2 |
| 12. |  | Michael Mussallem Edwards Lifesciences | Industry: Health Care | Country: United States | Start Year: 2000 | Insider: YES | MBA: NO | Financial Rank: 18 | Sustainalytics: 195 | CSRHUB: 254 |
| 13. |  | Elmar Degenhart Continental | Industry: Automobile | Country: Germany | Start Year: 2009 | Insider: NO | MBA: NO | Financial Rank: 67 | Sustainalytics: 153 | CSRHUB: 177 |
| 14. |  | Anders Runevad** Vestas | Industry: Industrials | Country: Denmark | Start Year: 2013 | Insider: NO | MBA: YES | Financial Rank: 114 | Sustainalytics: 27 | CSRHUB: 85 |
| 15. |  | Bernard Charlès Dassault Systémes | Industry: Information Technology | Country: France | Start Year: 1995 | Insider: YES | MBA: NO | Financial Rank: 24 | Sustainalytics: 373 | CSRHUB: 174 |
| 16. |  | Nancy McKinstry Wolters Kluwer | Industry: Commercial Services | Country: Netherlands | Start Year: 2003 | Insider: YES | MBA: YES | Financial Rank: 94 | Sustainalytics: 211 | CSRHUB: 83 |
| 17. |  | Hamid Moghadam Prologis | Industry: Real Estate | Country: United States | Start Year: 1997 | Insider: YES | MBA: YES | Financial Rank: 52 | Sustainalytics: 111 | CSRHUB: 382 |
| 18. |  | Benoît Potier Air Liquide | Industry: Materials | Country: France | Start Year: 1997 | Insider: YES | MBA: NO | Financial Rank: 66 | Sustainalytics: 61 | CSRHUB: 384 |
| 19. |  | Jean-Paul Agon L’Oréal | Industry: Consumer Goods | Country: France | Start Year: 2006 | Insider: YES | MBA: NO | Financial Rank: 142 | Sustainalytics: 129 | CSRHUB: 1 |
| 20. |  | Mark Parker Nike | Industry: Consumer Goods | Country: United States | Start Year: 2006 | Insider: YES | MBA: NO | Financial Rank: 22 | Sustainalytics: 522 | CSRHUB: 183 |
| 21. |  | Jacques Aschenbroich Valeo | Industry: Automobile | Country: France | Start Year: 2009 | Insider: NO | MBA: NO | Financial Rank: 159 | Sustainalytics: 92 | CSRHUB: 15 |
| 22. |  | Simon Borrows 3i | Industry: Financial Services | Country: United Kingdom | Start Year: 2012 | Insider: YES | MBA: YES | Financial Rank: 145 | Sustainalytics: 39 | CSRHUB: 140 |
| 23. |  | Jamie Dimon JPMorgan Chase | Industry: Financial Services | Country: United States | Start Year: 2005 | Insider: YES | MBA: YES | Financial Rank: 84 | Sustainalytics: 188 | CSRHUB: 311 |
| 24. |  | Laurence Fink BlackRock | Industry: Financial Services | Country: United States | Start Year: 1988 | Insider: YES | MBA: YES | Financial Rank: 5 | Sustainalytics: 308 | CSRHUB: 571 |
| 25. |  | Gregory Goodman Goodman | Industry: Real Estate | Country: Australia | Start Year: 1995 | Insider: YES | MBA: NO | Financial Rank: 42 | Sustainalytics: 228 | CSRHUB: 479 |
| 26. |  | Lisa Su Advanced Micro Devices | Industry: Information Technology | Country: United States | Start Year: 2014 | Insider: YES | MBA: NO | Financial Rank: 72 | Sustainalytics: 141 | CSRHUB: 428 |
| 27. |  | Xavier Huillard Vinci | Industry: Industrials | Country: France | Start Year: 2006 | Insider: YES | MBA: NO | Financial Rank: 83 | Sustainalytics: 396 | CSRHUB: 128 |
| 28. |  | Alfred Chan Hong Kong and China Gas | Industry: Utilities | Country: China /Hong Kong | Start Year: 1997 | Insider: YES | MBA: NO | Financial Rank: 47 | Sustainalytics: 432 | CSRHUB: 266 |
| 29. |  | Debra Cafaro Ventas | Industry: Real Estate | Country: United States | Start Year: 1999 | Insider: NO | MBA: NO | Financial Rank: 32 | Sustainalytics: 415 | CSRHUB: 364 |
| 30. |  | Gilles Andrier Givaudan | Industry: Materials | Country: Switzerland | Start Year: 2005 | Insider: YES | MBA: NO | Financial Rank: 133 | Sustainalytics: 254 | CSRHUB: 55 |
| 31. |  | Martin Bouygues Bouygues | Industry: Industrials | Country: France | Start Year: 1989 | Insider: YES | MBA: NO | Financial Rank: 74 | Sustainalytics: 479 | CSRHUB: 108 |
| 32. |  | Chuck Robbins Cisco Systems | Industry: Information Technology | Country: United States | Start Year: 2015 | Insider: YES | MBA: NO | Financial Rank: 186 | Sustainalytics: 38 | CSRHUB: 30 |
| 33. |  | Hisashi Ietsugu Sysmex | Industry: Health Care | Country: Japan | Start Year: 1996 | Insider: YES | MBA: NO | Financial Rank: 85 | Sustainalytics: 529 | CSRHUB: 29 |
| 34. |  | Richard Fairbank Capital One | Industry: Financial Services | Country: United States | Start Year: 1994 | Insider: YES | MBA: YES | Financial Rank: 23 | Sustainalytics: 560 | CSRHUB: 293 |
| 35. |  | Heinz-Jürgen Bertram Symrise | Industry: Materials | Country: Germany | Start Year: 2009 | Insider: YES | MBA: NO | Financial Rank: 138 | Sustainalytics: 251 | CSRHUB: 64 |
| 36. |  | Michitaka Sawada Kao | Industry: Consumer Goods | Country: Japan | Start Year: 2012 | Insider: YES | MBA: NO | Financial Rank: 177 | Sustainalytics: 77 | CSRHUB: 60 |
| 37. |  | Marillyn Hewson Lockheed Martin | Industry: Industrials | Country: United States | Start Year: 2013 | Insider: YES | MBA: NO | Financial Rank: 97 | Sustainalytics: 301 | CSRHUB: 219 |
| 38. |  | Douglas Baker Jr. Ecolab | Industry: Materials | Country: United States | Start Year: 2004 | Insider: YES | MBA: NO | Financial Rank: 63 | Sustainalytics: 492 | CSRHUB: 188 |
| 39. |  | Fabrizio Freda Estée Lauder | Industry: Consumer Goods | Country: United States | Start Year: 2009 | Insider: YES | MBA: NO | Financial Rank: 26 | Sustainalytics: 585 | CSRHUB: 271 |
| 40. |  | Reinhard Ploss Infineon Technologies | Industry: Information Technology | Country: Germany | Start Year: 2012 | Insider: YES | MBA: NO | Financial Rank: 175 | Sustainalytics: 65 | CSRHUB: 94 |
| 41. |  | Carlos Rodriguez ADP | Industry: Information Technology | Country: United States | Start Year: 2011 | Insider: YES | MBA: YES | Financial Rank: 115 | Sustainalytics: 175 | CSRHUB: 268 |
| 42. |  | Feike Sijbesma DSM | Industry: Materials | Country: Netherlands | Start Year: 2007 | Insider: YES | MBA: YES | Financial Rank: 194 | Sustainalytics: 19 | CSRHUB: 61 |
| 43. |  | Shigenobu Nagamori Nidec | Industry: Industrials | Country: Japan | Start Year: 1973 | Insider: YES | MBA: NO | Financial Rank: 16 | Sustainalytics: 501 | CSRHUB: 426 |
| 44. |  | Luis Maroto Amadeus IT | Industry: Information Technology | Country: Spain | Start Year: 2011 | Insider: YES | MBA: YES | Financial Rank: 132 | Sustainalytics: 173 | CSRHUB: 220 |
| 45. |  | Douglas Peterson S&P Global | Industry: Financial Services | Country: United States | Start Year: 2013 | Insider: YES | MBA: YES | Financial Rank: 134 | Sustainalytics: 237 | CSRHUB: 161 |
| 46. |  | Íñigo Meirás Ferrovial | Industry: Industrials | Country: Spain | Start Year: 2009 | Insider: YES | MBA: YES | Financial Rank: 162 | Sustainalytics: 245 | CSRHUB: 45 |
| 47. |  | Michael Mahoney Boston Scientific | Industry: Health Care | Country: United States | Start Year: 2012 | Insider: YES | MBA: YES | Financial Rank: 48 | Sustainalytics: 591 | CSRHUB: 252 |
| 48. |  | Jean-Pascal Tricoire Schneider Electric | Industry: Industrials | Country: France | Start Year: 2006 | Insider: YES | MBA: YES | Financial Rank: 211 | Sustainalytics: 60 | CSRHUB: 28 |
| 49. |  | Glenn Chamandy Gildan Activewear | Industry: Consumer Goods | Country: Canada | Start Year: 2004 | Insider: YES | MBA: NO | Financial Rank: 174 | Sustainalytics: 182 | CSRHUB: 84 |
| 50. |  | George Kwok Lung Hongchoy Link REIT | Industry: Real Estate | Country: China /Hong Kong | Start Year: 2010 | Insider: YES | MBA: YES | Financial Rank: 80 | Sustainalytics: 439 | CSRHUB: 275 |
| 51. |  | Olivier Filliol Mettler Toledo | Industry: Health Care | Country: Switzerland | Start Year: 2008 | Insider: YES | MBA: YES | Financial Rank: 130 | Sustainalytics: 149 | CSRHUB: 350 |
| 52. |  | Masahiko Uotani Shiseido | Industry: Consumer Goods | Country: Japan | Start Year: 2014 | Insider: NO | MBA: YES | Financial Rank: 104 | Sustainalytics: 330 | CSRHUB: 303 |
| 53. |  | Frederick Smith FedEx | Industry: Transportation | Country: United States | Start Year: 1971 | Insider: YES | MBA: NO | Financial Rank: 58 | Sustainalytics: 319 | CSRHUB: 549 |
| 54. |  | Tadashi Yanai Fast Retailing | Industry: Retail | Country: Japan | Start Year: 1984 | Insider: YES | MBA: NO | Financial Rank: 7 | Sustainalytics: 486 | CSRHUB: 625 |
| 55. |  | Robert Iger Disney | Industry: Communication | Country: United States | Start Year: 2005 | Insider: YES | MBA: NO | Financial Rank: 36 | Sustainalytics: 570 | CSRHUB: 429 |
| 56. |  | Michael Zahn Deutsche Wohnen | Industry: Real Estate | Country: Germany | Start Year: 2008 | Insider: YES | MBA: NO | Financial Rank: 75 | Sustainalytics: 366 | CSRHUB: 457 |
| 57. |  | Michael Lamach Ingersoll-Rand | Industry: Industrials | Country: United States | Start Year: 2010 | Insider: YES | MBA: YES | Financial Rank: 134 | Sustainalytics: 343 | CSRHUB: 207 |
| 58. |  | Rune Bjerke*** DNB | Industry: Financial Services | Country: Norway | Start Year: 2007 | Insider: NO | MBA: NO | Financial Rank: 205 | Sustainalytics: 52 | CSRHUB: 171 |
| 59. |  | Mike Lawrie**** DXC Technology | Industry: Information Technology | Country: United States | Start Year: 2012 | Insider: YES | MBA: YES | Financial Rank: 123 | Sustainalytics: 130 | CSRHUB: 484 |
| 60. |  | Peter Wennink ASML | Industry: Information Technology | Country: Netherlands | Start Year: 2013 | Insider: YES | MBA: NO | Financial Rank: 248 | Sustainalytics: 24 | CSRHUB: 34 |
| 61. |  | Jean-François van Boxmeer Heineken | Industry: Consumer Goods | Country: Netherlands | Start Year: 2005 | Insider: YES | MBA: NO | Financial Rank: 201 | Sustainalytics: 110 | CSRHUB: 185 |
| 62. |  | Tim Cook Apple | Industry: Information Technology | Country: United States | Start Year: 2011 | Insider: YES | MBA: YES | Financial Rank: 124 | Sustainalytics: 406 | CSRHUB: 265 |
| 63. |  | Ma Huateng Tencent | Industry: Communication | Country: China | Start Year: 1998 | Insider: YES | MBA: NO | Financial Rank: 2 | Sustainalytics: 600 | CSRHUB: 644 |
| 64. |  | Carlos Tavares Peugeot | Industry: Automobile | Country: France | Start Year: 2014 | Insider: NO | MBA: NO | Financial Rank: 250 | Sustainalytics: 82 | CSRHUB: 14 |
| 65. |  | Paolo Rocca Tenaris | Industry: Energy | Country: Argentina | Start Year: 2002 | Insider: YES | MBA: NO | Financial Rank: 65 | Sustainalytics: 329 | CSRHUB: 647 |
| 66. |  | Florentino Pérez Rodríguez ACS | Industry: Industrials | Country: Spain | Start Year: 1993 | Insider: YES | MBA: NO | Financial Rank: 53 | Sustainalytics: 626 | CSRHUB: 415 |
| 67. |  | David Simon Simon Property | Industry: Real Estate | Country: United States | Start Year: 1995 | Insider: YES | MBA: YES | Financial Rank: 15 | Sustainalytics: 606 | CSRHUB: 620 |
| 68. |  | Dean Connor Sun Life Financial | Industry: Financial Services | Country: Canada | Start Year: 2011 | Insider: YES | MBA: NO | Financial Rank: 195 | Sustainalytics: 188 | CSRHUB: 197 |
| 69. |  | Oliver Bäte Allianz | Industry: Financial Services | Country: Germany | Start Year: 2015 | Insider: YES | MBA: YES | Financial Rank: 249 | Sustainalytics: 72 | CSRHUB: 68 |
| 70. |  | Jeffrey Sprecher Intercontinental Exchange | Industry: Financial Services | Country: United States | Start Year: 2000 | Insider: YES | MBA: YES | Financial Rank: 27 | Sustainalytics: 619 | CSRHUB: 568 |
| 71. |  | George Cope***** BCE | Industry: Communication | Country: Canada | Start Year: 2008 | Insider: YES | MBA: NO | Financial Rank: 219 | Sustainalytics: 156 | CSRHUB: 136 |
| 72. |  | Takahisa Takahara Unicharm | Industry: Consumer Goods | Country: Japan | Start Year: 2004 | Insider: YES | MBA: NO | Financial Rank: 113 | Sustainalytics: 460 | CSRHUB: 330 |
| 73. |  | Greg Case Aon | Industry: Financial Services | Country: United Kingdom | Start Year: 2005 | Insider: NO | MBA: YES | Financial Rank: 31 | Sustainalytics: 554 | CSRHUB: 621 |
| 74. |  | Yves Guillemot Ubisoft | Industry: Communication | Country: France | Start Year: 1988 | Insider: YES | MBA: NO | Financial Rank: 89 | Sustainalytics: 512 | CSRHUB: 402 |
| 75. |  | Marc Casper Thermo Fisher Scientific | Industry: Health Care | Country: United States | Start Year: 2009 | Insider: YES | MBA: YES | Financial Rank: 63 | Sustainalytics: 707 | CSRHUB: 332 |
| 76. |  | Jean-Sébastien Jacques Rio Tinto | Industry: Materials | Country: United Kingdom | Start Year: 2016 | Insider: YES | MBA: NO | Financial Rank: 168 | Sustainalytics: 108 | CSRHUB: 467 |
| 77. |  | Pascal Soriot AstraZeneca | Industry: Health Care | Country: United Kingdom | Start Year: 2012 | Insider: NO | MBA: YES | Financial Rank: 202 | Sustainalytics: 160 | CSRHUB: 257 |
| 78. |  | Simon Wolfson Next | Industry: Retail | Country: United Kingdom | Start Year: 2001 | Insider: YES | MBA: NO | Financial Rank: 91 | Sustainalytics: 607 | CSRHUB: 333 |
| 79. |  | Raymond McDaniel Jr. Moodyʼs | Industry: Financial Services | Country: United States | Start Year: 2005 | Insider: YES | MBA: NO | Financial Rank: 90 | Sustainalytics: 412 | CSRHUB: 533 |
| 80. |  | Daniel Amos Aflac | Industry: Financial Services | Country: United States | Start Year: 1990 | Insider: YES | MBA: NO | Financial Rank: 17 | Sustainalytics: 671 | CSRHUB: 618 |
| 81. |  | Bobby Kotick Activision Blizzard | Industry: Communication | Country: United States | Start Year: 1991 | Insider: YES | MBA: NO | Financial Rank: 11 | Sustainalytics: 461 | CSRHUB: 858 |
| 82. |  | James Robo NextEra Energy | Industry: Utilities | Country: United States | Start Year: 2012 | Insider: YES | MBA: YES | Financial Rank: 126 | Sustainalytics: 294 | CSRHUB: 493 |
| 83. |  | Paul Perreault CSL | Industry: Health Care | Country: Australia | Start Year: 2013 | Insider: YES | MBA: NO | Financial Rank: 142 | Sustainalytics: 595 | CSRHUB: 122 |
| 84. |  | Ivan Menezes Diageo | Industry: Consumer Goods | Country: United Kingdom | Start Year: 2013 | Insider: YES | MBA: YES | Financial Rank: 283 | Sustainalytics: 58 | CSRHUB: 5 |
| 85. |  | André Desmarais † Power Corporation of Canada | Industry: Financial Services | Country: Canada | Start Year: 1996 | Insider: YES | MBA: NO | Financial Rank: 116 | Sustainalytics: 276 | CSRHUB: 574 |
| 85. |  | Paul Desmarais Jr. † Power Corporation of Canada | Industry: Financial Services | Country: Canada | Start Year: 1996 | Insider: YES | MBA: YES | Financial Rank: 116 | Sustainalytics: 276 | CSRHUB: 574 |
| 87. |  | Alfred Kelly Jr. Visa | Industry: Information Technology | Country: United States | Start Year: 2016 | Insider: NO | MBA: YES | Financial Rank: 186 | Sustainalytics: 291 | CSRHUB: 246 |
| 88. |  | Sheng Yue Gui Geely Automobile | Industry: Automobile | Country: China /Hong Kong | Start Year: 2006 | Insider: YES | MBA: YES | Financial Rank: 56 | Sustainalytics: 686 | CSRHUB: 464 |
| 89. |  | Piyush Gupta DBS Bank | Industry: Financial Services | Country: Singapore | Start Year: 2009 | Insider: NO | MBA: YES | Financial Rank: 152 | Sustainalytics: 290 | CSRHUB: 414 |
| 90. |  | Colin Goldschmidt Sonic Healthcare | Industry: Health Care | Country: Australia | Start Year: 1993 | Insider: YES | MBA: NO | Financial Rank: 100 | Sustainalytics: 521 | CSRHUB: 427 |
| 91. |  | Marc Grynberg Umicore | Industry: Materials | Country: Belgium | Start Year: 2008 | Insider: YES | MBA: NO | Financial Rank: 215 | Sustainalytics: 265 | CSRHUB: 151 |
| 92. |  | Jussi Pesonen UPM | Industry: Materials | Country: Finland | Start Year: 2004 | Insider: YES | MBA: NO | Financial Rank: 253 | Sustainalytics: 107 | CSRHUB: 133 |
| 93. |  | Leonard Schleifer Regeneron Pharmaceuticals | Industry: Health Care | Country: United States | Start Year: 1988 | Insider: YES | MBA: NO | Financial Rank: 19 | Sustainalytics: 682 | CSRHUB: 654 |
| 94. |  | Jens Bjørn Andersen DSV | Industry: Transportation | Country: Denmark | Start Year: 2008 | Insider: YES | MBA: NO | Financial Rank: 173 | Sustainalytics: 230 | CSRHUB: 389 |
| 95. |  | Björn Rosengren****** Sandvik | Industry: Industrials | Country: Sweden | Start Year: 2015 | Insider: NO | MBA: NO | Financial Rank: 270 | Sustainalytics: 143 | CSRHUB: 38 |
| 96. |  | Masayoshi Son SoftBank | Industry: Communication | Country: Japan | Start Year: 1981 | Insider: YES | MBA: NO | Financial Rank: 10 | Sustainalytics: 703 | CSRHUB: 699 |
| 97. |  | Daniel Hajj Aboumrad América Móvil | Industry: Communication | Country: Mexico | Start Year: 2000 | Insider: YES | MBA: NO | Financial Rank: 49 | Sustainalytics: 508 | CSRHUB: 732 |
| 98. |  | Gary Dickerson Applied Materials | Industry: Information Technology | Country: United States | Start Year: 2013 | Insider: YES | MBA: YES | Financial Rank: 207 | Sustainalytics: 347 | CSRHUB: 167 |
| 99. |  | Brian Roberts Comcast | Industry: Communication | Country: United States | Start Year: 2002 | Insider: YES | MBA: NO | Financial Rank: 68 | Sustainalytics: 604 | CSRHUB: 570 |
| 100. |  | Bruce Flatt Brookfield Asset Management | Industry: Financial Services | Country: Canada | Start Year: 2002 | Insider: YES | MBA: NO | Financial Rank: 25 | Sustainalytics: 855 | CSRHUB: 525 |
| * Keith Block became co-CEO in August 2018 ** Stepped down August 1, 2019 *** Stepped down September 1, 2019 **** Stepped down September 11, 2019 ***** Will step down January 5, 2020 † Indicates a tie ****** Will step down February 1, 2020 | |||
They do so despite a change in our methodology. Since 2015 our ranking has been based not only on financial performance but also on environmental, social, and governance (ESG) ratings. For the past four years we’ve weighted ESG scores to account for 20% of each CEO’s final ranking. This year we tweaked the formula, increasing that share to 30%. The shift reflects the fact that a rapidly growing number of funds and individuals now focus on far more than bottom-line metrics when they make investment decisions. One sign of this changing sensibility: In August 2019, 181 U.S. CEOs who are members of the Business Roundtable signed a statement affirming that the purpose of a corporation is to serve not just shareholders but four other groups of stakeholders: employees, customers, suppliers, and communities.
How We Calculated the Rankings
To compile our list of the world’s best-performing CEOs, we began with the companies that at the end of 2018 were in the S&P Global 1200, an index that reflects 70% of the world’s stock market capitalization and includes firms in North America, Europe, Asia, Latin America, and Australia. We excluded CEOs who’d been in the job for less than two years to ensure that we had a sufficient track record to evaluate. We also omitted those who left office before July 31, 2019. All told, we ended up with 883 CEOs from 876 companies (several companies had co-CEOs) based in 29 countries.
Our research team was headed by Nana von Bernuth, an adjunct professor at INSEAD, with assistance from the coders Peggy Lam and Onorina Buneanu and the data consultants Morand Studer and Daniel Bernardes of Eleven Strategy. The team gathered each company’s daily financial data, as compiled by Datastream and Worldscope, from the CEO’s first day on the job until April 30, 2019. (For the handful of CEOs who took office before 1995, we calculated returns using a start date of January 1, 1995, because prior industry-adjusted returns were unavailable.) We then calculated three metrics for each CEO’s tenure: the total shareholder return (including dividends reinvested) adjusted by country to offset any increase in return attributable merely to an improvement in the local stock market; the TSR adjusted by industry to offset any increase resulting from rising fortunes in the overall industry; and change in market capitalization (adjusted for dividends, share issues, and share repurchases), measured in inflation-adjusted U.S. dollars.
We then ranked each CEO—from 1 (best) to 883 (worst)—on each financial metric and averaged the three rankings to obtain an overall financial rank. Incorporating three metrics is a balanced and robust approach: While country-adjusted and industry-adjusted returns risk being skewed toward smaller companies (it’s easier to get large returns if you start from a small base), the change in market capitalization is skewed toward larger companies.
To measure performance on nonfinancial issues, HBR consulted with Sustainalytics, a leading provider of environmental, social, and governance (ESG) research and analytics that works primarily with financial institutions and asset managers. We also used CSRHub, which collects, aggregates, and normalizes more than 600 ESG data sources, including eight data sets from leading ESG research firms, and works mainly with companies that want to improve their ESG performance. We computed one ESG rank using Sustainalytics ratings and one using CSRHub ratings for every company in our data set. To calculate the final ranking, we combined the overall financial ranking (weighted at 70%) and the two ESG rankings (weighted at 15% each).
HBR’s list of best-performing CEOs was conceived by Morten T. Hansen, Herminia Ibarra, and Urs Peyer. Previous rankings were published in HBR in 2010, 2013, and each year since, but the methodology has changed several times during that span.
The change in ESG weighting did create one casualty: Amazon CEO Jeff Bezos. On the basis of financial performance alone, Bezos has been the top CEO every year since 2014. However, he failed to make this year’s list owing to Amazon’s relatively low ESG scores. According to Sustainalytics, one of two ESG data firms that assist HBR with its ranking, those scores reflect risks created by working conditions and employment policies, data security, and antitrust issues.
As in past years, women are underrepresented among the 100 leaders. The 2019 list does bring a small measure of good news, however: Four female CEOs made the ranking (all are in the top half), up from three in 2018 and just two in prior years. Each year when HBR publishes this list, some readers protest the paucity of women; each year we respond by saying it’s the result not of the performance of female CEOs but of how few women serve in the role—a phenomenon we, too, find regrettable.
The CEOs who appear in this year’s list display remarkable longevity—and illustrate how happy boards are to allow a high-performing leader to stay in the job for many years. The CEOs of the S&P 500 have an average tenure of 7.2 years; in comparison, HBR’s best-performing CEOs have been in the job 15 years, on average. (Our methodology, which excludes CEOs with less than two years’ tenure, may be a factor in why that number is so high.)
The articles that accompany the ranking examine this long tenure through different lenses. In “The CEO Life Cycle,” the recruiting firm Spencer Stuart discusses the results of a data-driven study that reveals a common pattern in how CEOs perform according to their tenure. Among its findings: Those who perform well enough to survive into their second decade on the job tend to experience a period of above-average performance—something many of the CEOs on HBR’s list are currently enjoying. And in “The CEO’s Guide to Retirement,” Bill George, a Harvard Business School professor who spent a decade as the CEO of Medtronic, argues that many CEOs linger too long because they can’t find the right time to retire and can’t conceive of what they’ll do next. He offers a road map for approaching both questions.
For now, however, investors in the companies whose CEOs rank this year will hope that Huang and the others stay in place—and keep right on performing.
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Melissa is a dynamic, humorous and very courageous coach. She organized a very enjoyable activity … I wish her a lot of success!
Melissa is truly a fantastic speaker. At every occasion I have seen her speak, she delivered professional and authentic work. She is charismatic, brave and creative, and she thinks outside the box. She has excellent speaking skills and develops a true rapport with her audience while advocating mutual respect. Her mix of authenticity, experience and knowledge on different subject matter makes her stand out as a very unique speaker. Melissa’s speaking has impacted me, my business and my career in a tremendous way. I recommend Melissa to any Fortune 500, Firm or Startup that dares to bravely improve and excel with a positive attitude and heartfelt energy.
It was evident that Melissa put an amazing amount of preparation into the materials and handouts she created for her workshop. Her message was insightful, engaging, and exciting. As a speaker she was able to facilitate the group in a way to better communicate what was unique about them. It was a great experience.
Melissa, I want to thank you for saying yes to speaking to our group of women. You were 100% prepared, professional and perfectly poised, grabbing all our attention. With not a whole lot of time, you managed to pack in plenty of thought-provoking ideas about discovering our 3 top values and how staying true to them makes for a more joyful life. And, you even fit in a fun, interactive exercise too! Full of light and positive energy, Melissa, you rocked it!
“Melissa Dawn is not only a life coach and author of an international amazon best seller, but she is a person that connects on an individual level to each person she meets.” We had the honor and privilege to have Melissa as a guest speaker at “THE SINGLE PARENT FOUNDATION.”.
As founder and executive director of the organization, I can say that she is a compassionate and amazing human being.
Through her workshop she has inspired many single moms and has given them back the confidence they lacked. She is an amazing human being who is passionate about helping people live the life they always wanted.
How Melissa Dawn is inspiring thousands
Melissa Dawn is the founder of CEO of Your Life. As a motivational speaker, life, business & leadership coach, author, energetic healer and former VP Marketing, her approach is unconventional, inspirational, fun and holistic, empowering people to see themselves in a whole new light and finally take control of all aspects of their lives. She is the international bestselling author of I Attract What I Am: Transform Failure into an Orgasmically Joyful Life and Business. Melissa works with individuals, teams and organizations and has helped thousands become the CEOs of their personal and professional lives with confidence, success and joy.
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Ceo of life
Start your transformation!
Last week one of my clients, who I will call Luke Carbone, a SVP in a Fortune 500, told me something that stunned me. He said the work we did together was a world apart from “executive coaching” and he referred to it as “The Transformation.” He said it was the single most powerful thing that has happened to him in his entire career.
I was thrilled to hear such a comment, but wanted to know more and asked him to explain what he meant by the comment. He said, “Robert, there is one thing in particular you said that keeps coming back to me over and over again. You told me to be the CEO of my own life.”
He elaborated, “The moment that I heard this idea, it struck a chord in me. I started thinking of myself as a CEO who had the power to rewrite my future, rather than just accept the default future that was coming at me. It caused me to give up the belief in my own powerlessness… give up the frustrating situation I was dealing with at work. I also started to look at my life as a company. As the CEO of that company, how was I performing? Was I a great performer or mediocre? I saw I wasn’t acting like the CEO of my life and building a career in my ‘Area of Destiny’, but rather like a good employee stuck in a holding pattern that was hard to escape from.”
In sharing this idea of being the being the CEO of your life with many people I have connected with in LinkedIn, I have discovered that it can help almost anyone dramatically change their perception of their situation, stake out an Impossible Future, and start taking action on it.
So what does it mean to be the CEO of your life?
It’s a provocative statement, but I bet most people reading it don’t know exactly what it means. I like to say that being the CEO of your life means you are the top dog, the chief visionary and master strategist, the ultimate decision-maker, the ace of accountability, the one who is 100% accountable for the results that you produce.
Peter Drucker was once asked what the CEO’s specific and unique role is. He answered that the CEO’s most important role is to create a meaningful outside that helps define what is possible, achievable, needed and wanted and then create a bridge to the inside of the company.
As the CEO of your own life, it’s up to you to interpret what’s possibilities, the opportunities the “outside world” holds for a person like you based on big trends, the best companies (job) or start up opportunities, and then create a bridge to the “inside world” of your passions, talents, gifts, and interests.
Unfortunately, most people are so focused on what’s going on internally, rather than externally, that they can’t see the forest through the trees. They are either self-obsessed, obsessed with their boss, or obsessed with what’s going on inside the company building that they miss the really big possibilities that exist.
They don’t ask themselves the most important questions, like: Based on the latest trends, what CEOs of leading companies, given their strategic situation, would sell their children if I would go to work for them? What idea do I have for a great company nobody is building? What do I as a customer want to buy, but can’t find, that would be a great product or service for my company to offer?
As the CEO of your life, are you building a winning company? Are you winning in your job and in your career?
According to Alan Lafley of P&G, as the CEO of your life, you don’t have a boss. It’s up to you to establish a future direction, starting with thinking about a winning aspiration (goals and priorities). It’s also up to you to not only develop a strategy for reaching your winning aspirations, but to decide where you are going to play. Would it be better for you to invest your time mastering the inside game in your current organization? Or would it be better for you to invest your time in establishing an outside game?
It’s also up to you to determine how you will win. For example: “being so brilliant at your job they can’t ignore you,” “creating a blueprint to a billion for your new company from the start,” “social networking in real life, rather than staying parked behind your computer.”
One of the best things you can do as the CEO of your life is to find a coach who won’t settle for less.
As the CEO of your life, you need to recognize that you can’t do it alone. You need a team of people to help you. When Erich Schmidt was asked what the best advice he ever got was, he said, “Find a coach to help you.”
The problem, as Edgar Schein of MIT points out, we are born into a culture where an adult is not supposed to ask for help. You are supposed to know all the answers, even when starting out. However, some of the best CEOs “Larry Page of Google, Jeff Bezos of Amazon, Elon Musk of Tesla” are creating a cultural island and hiring CEO whisperers that act as their most trusted adviser, masterful thinking partner, and chief sounding board. How about you?
As the CEO of your life, it’s also up to find the right team of people who can help you succeed in your current job or who can help you start the company you want and make it super successful. As Jack Welch once said, “The team with the best players usually wins.” Having said that, it’s amazing how many business leaders I have met who have talked themselves into sticking with the team of people they already have, when it fact, they know on a vague, intuitive level that this team isn’t going to make it.
I recently read Peter Thiel’s book Zero to One. He told a story about starting PayPal with a great team, a company he sold to eBay in less than ten years for one and a half billion dollars. The original team was composed of himself, now head of Plantar (one of the most successful venture capital firms in Silicon Valley one of the first investors in Facebook, which made him a multi billionaire), Elon Musk who founded Tesla, Reid Hoffman who founded LinkedIn, Russel Simmons who founded Yelp, and David Saks who founded Yammer. Each of these companies were soon to be worth over a billion dollars. Now that’s a team!
As the CEO of your life, it’s entirely up to you to determine how much money you want to make and how you will do so. Thiele suggests applying the “power principle.” This doesn’t have anything to do with trying to climb to the top of the ladder in a big company over other bodies so you can wave a flag around and say, “I’m a vice president.” So what? Who cares?
As the CEO of your life, you are responsible to manage your life in its completeness, not just one department or function. You are responsible for your personal life, professional life, health and well being. When was the last time you asked yourself, “How am I doing in each of these areas and in balancing the different parts to make a whole?”
Finally, as the CEO of your life, you are responsible for any results that you produce, good, bad, or different. I would like to offer this one page strategic plan to help you in becoming the CEO of your life.
ONE PAGE STRATEGIC PLAN
As the CEO of your life, how are you performing? Are you living a life filled with vision and purpose, and are you making a difference that matters? Have you reached the level you aspire to in your organization, or have you hit a glass ceiling? Do you find that the world is beating a path to your doorstep or are you politely being ignored? Are you making the kind of money you want?
As the CEO of your life, what is the mission statement of your company? Richard Branson has a very clear one, which he calls EBO: Everybody Better Off. He says, “I have always thought of every Virgin company as a group of people trying to help other people be better off.”
What are your company’s strategic goals and priorities? Think of your core purpose and winning aspiration. What is going to be your top priority for this year? Getting promoted to the C-Suite? Starting a new company? Finding a new job? Build a great team? Break the year up in to four quarters, select one top priority for each quarter.
Create a strategy that represents how to reach each priority. List each of the four priorities for the year. Then write down the biggest obstacle, or nut to crack in reaching it. Find a thinking partner and discuss how you will overcome that obstacle.
How are your different departments doing? Is your professional life going great? Is your personal life suffering? Do you have a healthy diet and exercise program? How are you balancing all of these?
The Life Cycle of the CEO: Stage Four—Closing
There are four major challenges in the “closing” stage of the CEO life cycle:
Providing increased responsibility and coaching to prepare for succession
CEOs are keenly aware of the capabilities represented in their leadership team members and can offer a clear vision of suitability of candidates for succession. It is their responsibility to build the candidates’ leadership skillsets by setting up a series of increasingly challenging on-the-job experiences and coaching to improve their effectiveness. Delegating stretch work responsibilities and providing ongoing feedback helps ensure a qualified pool of succession candidates. Our recommendation is to start the process at least five years before the succession target date and involve at least two job rotations.
Some CEOs may want to avoid the topic of succession, lest they prematurely signal to the board that they are winding down their tenure, but this is far from the truth. Taking on responsibility for succession planning demonstrates that CEOs have the best interest of the company at heart and is a sign of confidence. For many CEOs, the process begins when they assume the role and succession planning remains a top priority throughout their tenure.
Working with the board to develop leadership criteria for the CEO role
Engaging in a meaningful dialogue with board members about criteria for the role can take several months and is best facilitated with a consultant experienced in succession planning and competency modeling. Gaining agreement on the assessment criteria will help avoid disagreements about selection decisions later in the process.
CEOs often guard access to the board in an attempt to maintain their position of power. While most leaders would like to name their successor, selecting the next CEO is clearly the responsibility of the board. Providing the board with ongoing access to senior management will be critical to helping the board fulfill its fiduciary responsibility.
Continuing personal and leadership growth, fighting complacency and protection of the status quo
Having spent much of their careers fighting through adversity to achieve the top job, CEOs will also grapple with the personal sense of loss in stepping away from such a powerful and impactful role. Since much of a CEO’s sense of identity is linked to work life, the prospect of giving up the job is daunting and requires introspection. Renewing a personal commitment to lifelong learning and personal growth will help weather this transition.
Successful CEOs are committed to a continuous improvement philosophy, constantly revisiting their vision for the company as the external marketplace shifts. Facilitating dialogue to drive innovation for the organization will remain an ongoing priority. This requires great effort in maintaining connection with customers to anticipate industry trends, identifying opportunities to drive change within the company and empowering leaders to execute the change.
Preparing for post-CEO life
In planning for the next phase in their career journey, CEOs can revisit their personal mission and values while starting to identify opportunities to serve on boards, teach, write and/or travel in retirement. They will also want to think about whether or not to stay on in an advisory role or in a formal role as chairman or board member in their present company.
Retirement from a CEO role may also involve relocation and changing the mix of activity from a career to a recreational focus. Like all life transitions, this requires planning and forethought. CEOs can engage their spouse or significant other in a discussion about how their relationship will change in the future. For many people, stepping into this next stage of life involves giving back to their family and community through increased participation in philanthropic activities. Taking the time up front to try out new roles will help ease the transition and set the stage for a fruitful and personally satisfying retirement.
CEO, CFO, CVO, CАO
Но есть и десятки других похожих аббревиатур, о которых сегодня и расскажем.
Что такое C-level и зачем нужны аббревиатуры
Заметьте, что все аббревиатуры здесь начинаются с буквы «С» и заканчиваются на «О». C (Chief) — это указание на то, что человек относится к C-level — руководящему составу компании. О (Officer) — означает специалиста. Средняя буква — обозначение сферы деятельности.
Соответственно, все эти должности обозначают главных специалистов (директоров) в той или иной сфере и относятся к уровню топ-менеджмента. Например, CFO — Chief Financial Officer — это финансовый директор, CAO — Chief Analytics Officer — главный аналитик.
Зачем вообще нужны англоязычные названия? Назывались бы по-русски, так привычнее. Все просто: в основном на российском рынке подобные аббревиатуры вводятся, чтобы было проще работать с иностранными партнерами и говорить с ними на одном понятном языке и вести бизнес на международном уровне.
17 популярных должностей C-Level
Должность СЕО — Chief Executive Officer
Расшифровка аббревиатуры СЕО — генеральный директор компании.
Должность CFO — Chief Financial Officer
Это CFO, или финансовый директор. Второе лицо в компании после СЕО.
Должность CMO — Chief Marketing Officer
Это CMO, или директор по маркетингу. Также может называться коммерческим директором.
Должность CVO — Chief Visionary Officer
Это CVO, или директор по развитию.
Должность CIO — Chief Information Officer
Это CIO, или директор по IT.
Должность СОО — Chief Operating Officer
Это СОО, или исполнительный директор.
Должность CSO — Chief Security Officer
Это CSO, или директор по безопасности.
Должность СТО — Chief technical officer
Это СТО, или технический директор. Как вариант — главный инженер компании.
Должность CDO — Chief Data Officer
Это CDO, или директор по данным.
Должность CAO — Chief Analytics Officer
Это CAO, или директор аналитического отдела.
Должность CLO — Chief Learning Officer
Это CLO, или директор по обучению.
Должность CCO — Chief Communications Officer
Это CCO, или директор по связям с общественностью.
Должность CCO — Chief Customer Officer
Это еще один CCO, на этот раз директор по работе с клиентами.
Должность CPO — Chief Product Officer
Это CPO, или директор по продуктам.
Должность CRO — Chief Reputation Officer
Это CRO, или директор по репутации.
Должность CRO — Chief Risk Officer
Это CRO, или директор по рискам.
Должность CWO — Chief Web Officer
Это CWO, или web-директор.
Мы внесли ясность в общепринятые названия должностей C-level. Правильно употребляйте эти слова, принимайте на работу соответствующих специалистов или устраивайтесь на работу мечты сами!
«На непредсказуемые события мы реагируем в режиме реального времени» CEO LIFE PAY о реальностях эквайрингового бизнеса
Фото: Егор Алеев / ТАСС
Платежный сервис LIFE PAY стал одним из тех, чей бизнес и клиенты в июне этого года пострадали после отзыва лицензии у банка РФИ. В такой ситуации нужно быстро переключиться и восстановить функцию работы с платежами. Генеральный директор эквайринговой компании LIFE PAY Арсений Косенко рассказал «Ленте.ру» о своем бизнесе и о том, как его сервис работает после отзыва лицензии банка-партнера.
«Лента.ру»: Операции, связанные с оплатой пластиковыми картами, стали повседневными, так как это удобный и безопасный инструмент с множеством преимуществ. Но иногда банк-эквайринг или эквайринговая компания могут отказать продавцу в этой услуге. Почему так происходит?
Арсений Косенко: Все тренды говорят о том, что «безналичная» экономика будет развиваться, проникая во все сферы жизни. Во многом на это повлиял закон об онлайн-кассах, заставивший многие компании «обелиться» и принимать банковские карты к оплате.
И действительно есть ряд видов бизнеса, с которыми мы не работаем — он пересекается со списком банков-эквайеров, которые могут не сотрудничать, например, c туристическими компаниями. Это риски: если туроператор обанкротится, будут претензии на огромные суммы. Так что у каждого эквайера свой подход к выбору клиента.
Фото: страница Арсения Косенко в Facebook
Как вы следите за тем, чтобы карты не использовались для мошенничества и оплаты сомнительных сделок?
Мы не подключаем к эквайрингу компании, которые вызывают сомнения в отношении своей репутации. Например, бизнес находится в черном списке ЦБ, компания совершала экономические преступления, имеет плохую репутацию на рынке, предоставляет противоречивую информацию о своей деятельности. Мы не работаем с теми, у кого сомнительная репутация. Каждый банк соответствует закону «О противодействии легализации (отмыванию) доходов, полученных преступным путем, и финансированию терроризма». В соответствии с ним банк формирует список запрещенных бизнесов.
Что грозит банку или эквайринговой компании за проведение мошеннических сделок?
Надо понимать, что мошенническими сделками занимается «псевдомерчант», а не платежный сервис или банк. Если выявляется какой-то инцидент, то, как правило, возврат средств происходит с помощью заявления покупателя, с карты которого были списаны деньги. Это так называемый chargeback. Схема следующая: деньги списали у покупателя, он приходит в банк, и банк делает chargeback. По сути, в этом процессе взаимодействует банк-эквайер, МПС (Международная платежная система — Visa, Mastercard или «МИР» — прим. «Ленты.ру»). Банк-эмитент отправляет запрос в МПС о сомнительной операции, и начинается разбирательство. В это время банк-эквайер выясняет у мерчанта, владельца специального программного обеспечения, которое позволяет продавцам осуществлять прием денежных средств, списанных с банковских карточек, от покупателей, почему так произошло. После происходит возврат денег, которые удерживаются из баланса мерчанта.
Всегда ли возвращают деньги?
Если у плательщика прошла оплата по договору, и она подтверждена пин-кодом или через телефон, а мерчант прислал чек или любой другой первичный документ, подтверждающий оплату и оказанные услуги или выданные товары, то средства не вернут. Если подтверждения авторизации нет, то такие операции, как правило, можно оспорить. Например, карточку «прокатали» на терминале, по номеру карты провели транзакцию без подтверждения пин-кода или в системе нет данных об авторизации плательщика. В этих случаях можно запрашивать chargeback.
Центробанк продолжает отзывать лицензии у банков с сомнительной репутацией. Для ваших клиентов это всегда малоприятная ситуация. Что делать, если у банка, с которым вы работаете, отозвали лицензию?
Фото: Екатерина Чеснокова / РИА Новости
Как сильно страдает клиент при отзыве у банка лицензии и можете ли вы ему помочь в возврате средств?
Отзыв лицензии приводит к тому, что у банка сразу перестают работать системы приема платежей — нельзя принять платеж и «достать» деньги из банка. Ничего критичного в том, что у компании зависает дневная выручка в банке, нет. Намного важнее то, что перестает работать система приема платежей, и мерчант начинает терять клиентов и заказы. В такой ситуации владельцу бизнеса нужно быстро переключиться и восстановить функцию работы с платежами. За возврат средств отвечает только банк, а Агентство страхования вкладов может оценивать ситуацию и консультировать клиентов.
Четыре банка, являвшиеся партнерами вашей платформы, попали под санкции ЦБ: «Москомприватбанк», Банк24.ру, «Пробизнесбанк» и РФИ банк. Большая ли доля операций LIFE PAY шла через них?
Еще раз отмечу, что наша компания работает с 2016 года, а события, произошедшие до этого времени, в том числе, попадание под санкции ЦБ вышеперечисленных банков, кроме РФИ, мы комментировать не можем. Банк РФИ был лишь одним из банков-эквайеров нашего сервиса. Через него работало менее пяти процентов наших клиентов.
Хорошо, как вы пережили отзыв лицензий у РФИ банка?
С РФИ работала незначительная часть мерчантов, и с точки зрения бизнеса, произошедшую ситуацию трудно назвать катастрофической. Тем не менее мы прекрасно понимаем, с какими трудностями столкнулись клиенты. Это был стресс и для них, и для нас. Мы сделали все возможное, чтобы максимально быстро перевести таких клиентов в другие банки и восстановить прием платежей.
Как вы выбираете банки-партнеры? Какие факторы влияют на принятие решения?
Мы выбираем банки с понятной бизнес-стратегией, совпадающей с нашей. Смотрим, насколько удобно работать с потенциальным партнером, насколько отлажены его внутренние процессы. Нам важно не просто дать клиенту эквайринг, но и обеспечить качественный сервис и высокую скорость подключения. Это важные факторы в принятии решения, но самое главное — надежность банка. В надежности банков из ТОП-10 сложно сомневаться, по остальным мы проводим комплит-анализ.
В первую очередь мы смотрим, в каком контексте банк упоминался в СМИ за последние несколько лет. Если есть информация об отмывании денег, значительных убытках, обысках или уголовных делах, то это повод усомниться в необходимости сотрудничества. Мы также смотрим на отчетность, динамику активов банка, рентабельность и другие показатели текущего года. При этом существуют комплаенс-риски, которыми банк должен сам грамотно управлять. Мы не имеем доступа к внутренним процессам банка, поэтому нам важно увидеть общую картину. На непредсказуемые события мы вынуждены реагировать в режиме реального времени.
Фото: Максим Блинов / РИА Новости
Что можете сказать о системе лицензирования эквайринговых компаний и стандартах платежных систем по надежности, по безопасности, по защите данных?
LIFE PAY ежегодно проходит внешний аудит PCI DSS (стандарт безопасности данных индустрии платежных карт, разработанный Советом по стандартам безопасности индустрии платежных карт, учрежденным международными платежными системами Visa, MasterCard, American Express, JCB и Discover — прим. «Ленты.ру»). Помимо этого мы обязаны подключать к эквайрингу только те устройства, у которых есть все необходимые сертификаты безопасности. Аудиторы платежных сервисов проверяют все наши системы и инфраструктуру на соответствие требованиям, мы проходим сертификацию PCI DSS. Эти меры обеспечивают технологическую безопасность данных и системы в целом.
Какие банки вы бы назвали главными партнерами?
Мы сотрудничаем с крупными и надежными банками: ВТБ, Тинькофф, Точка, Открытие, Райффайзенбанк и другими. Из эквайеров основным в нашем портфеле является ВТБ.
С кем работать комфортнее и почему?
В целом со всеми банками работать комфортно. Для нас важна скорость подключения и качество процессов: какие-то банки действуют более оперативно, какие-то — менее. Сейчас нас все устраивает, но предела совершенству нет.
Насколько жесткой, с вашей точки зрения, является конкурентная борьба на рынке эквайринга?
Да, на рынке эквайринга — жесткая конкуренция, потому что каждый банк, который стремится привлечь клиентов своими ключевыми продуктами, использует все доступные лид-магниты, то есть делает выгодное предложение для потребителя в обмен на его контактную информацию. Эквайринг — это одна из самых популярных услуг, с помощью которой банки привлекают клиентов.
Как вы оцениваете сегодня российский рынок эквайринга? В каком направлении вы видите его развитие?
Это растущий рынок, который уже прошел агрессивную фазу роста, но будет развиваться и дальше. Одна из предпосылок — рост онлайн-эквайринга, стимулирующий рост безналичных платежей.
Я считаю, что игроки, которые не развивают свои платежные сервисы, не ищут новые модели монетизации и не создают добавленную стоимость, — умрут.
Сейчас мы активно развиваем кассовый и учетный софт на базе платежного сервиса, который помогает автоматизировать управление платежами и заказами, и мы даем эту добавленную стоимость нашим клиентам. Можно сказать, мы делаем ставку на кассовое и учетное ПО с широкими интеграционными возможностями.
Для нас эквайринг — это SaaS-продукт. Сейчас мало просто дать клиенту эквайринг — нужно еще предоставить кассовое ПО. Как и любой SaaS-продукт, оно должно хорошо интегрироваться с другими сервисами. Поэтому наш приоритет — разработка качественных интеграций с партнерами, которые будут улучшать бизнес наших клиентов.
Правительство регулярно обсуждает снижение комиссии за эквайринг. Для отдельных сфер бизнеса эти ограничения уже существуют. Как вы относитесь к государственному регулированию эквайринговых и банковских комиссий?
В госрегулировании нет ничего плохого. Но ко всему нужно подходить осознанно. Ограничивать эквайринговую комиссию «сверху», не понимая или не уделяя внимания тому, из чего она складывается, — явно неправильно.
Рынок эквайринга очень конкурентный, а конкуренция — это лучшее средство против роста цен. В комиссии за карточный эквайринг, которую платит мерчант, бОльшую долю составляет сумма, которая уходит банку-эмитенту. Поэтому логично регулировать комиссию, которая уходит банку-эмитенту в рамках соглашения эквайера, эмитента и платежной системы. Все остальное банки-эквайеры и платежные сервисы будут демпинговать, и рынок начнет выравниваться — комиссия станет ниже.
По моим оценкам, больше двух процентов, которые сейчас уходят банку-эмитенту, — это много. В Европе конечные ставки по эквайрингу сильно ниже.
Фото: Дмитрий Серебряков / ТАСС
Европа давно уже имеет очень низкие эквайринговые комиссии и высокий процент безналичных платежей. Может, России пришло время переходить на европейскую модель, когда банки предоставляют только расчетные услуги, а ретейлеры сами покупают оборудование и обслуживают его?
Я не сторонник того, что нужно переходить на какую-либо модель. Считаю, что рынок такой, каким его сформировали игроки в конкурентной среде. Ретейлеры и так покупают оборудование и обслуживают его — например, наши клиенты. Если не покупают, то берут в аренду. В любом случае стоимость «железа» заложена в комиссию.
Процент безналичных платежей в России будет расти и дальше. И путь у него свой — будут и платежи по картам, и через Apple/Google Pay, и через СБП, которая сейчас набирает обороты.
The CEO Life Cycle
A study of performance over time
T he executives who appear on Harvard Business Review ’s 2019 list of best-performing CEOs in the world show remarkable longevity in their roles: The average honoree has been CEO for 15 years, more than double the S&P 500 average in 2017 of 7.2 years. All these people have created tremendous value during their careers—but like most other CEOs, many have experienced short-term ebbs and flows in performance. For boards, that can create a quandary: How to tell when a CEO is suffering from a negative blip versus a longer-term problem, and how to react? These CEOs’ stellar career numbers can create another issue: How does a board know when it’s time for a high-achieving leader to step down?
Very little data exists on how CEOs tend to perform over time; CEOs, directors, and investors often fill the knowledge vacuum with anecdotes, assumptions, and rules of thumb. For instance, when we asked CEOs about the ideal tenure for the role, many mentioned the widely touted seven-year average. When we surveyed directors, they said that CEOs generally should leave the job after 9.5 years—a point at which, many believe, performance typically plateaus. Why these expectations? No one has a compelling or evidence-based answer. They are simply conventional wisdom.
To better understand the typical course of value creation over a leader’s tenure, we launched what we call the CEO Life Cycle Project. Our team of researchers tracked year-by-year financial performance over the complete tenures of 747 S&P 500 chief executives and conducted 41 in-depth interviews with CEOs and directors about their experiences. The study reveals a surprising pattern of headwinds and tailwinds that CEOs are likely to face during their years in the role and upends some common views about CEO tenure and value creation. For example, it suggests that some boards part ways with a strong CEO too early after a predictable and often temporary performance slump, while others tolerate a mediocre performer for too long.
Our Methodology
We analyzed the entire tenures of 747 S&P 500 CEOs who left office from 2004 to 2017. Their time in the role ranged from three months to 41 years. We first calculated each company’s annual market-adjusted total shareholder return (the difference between the company’s TSR and the S&P 500 TSR) for each year in a CEO’s tenure. That produced 7,000 discrete performance observations, which we used to create an average baseline representing how CEOs fare each year, regardless of market environment. Next we standardized the data for easier comparison.
Instead of typical time-based comparisons, which would look at how various CEOs performed in a specific calendar year, we examined CEO performance on the basis of years in office. For example, instead of comparing how all CEOs performed in 2012, we looked at how each one performed in the first year on the job, in the second year, and in the following three stages. This way we not only randomized market effects and industry trends but also could compare CEOs who were operating in different slices of time.
To rule out alternative explanations for the performance differences we observed, we examined organizational and individual data that might have had a material effect, such as the decade in which the CEO started, the industry, prior CEO or board experience, age at start date, gender, founder status or IPOs, revenue and income changes, capital expenditures, market cap, and extraordinary events like the global financial crisis. We included these inputs in multilevel statistical models to discover how variables affected performance and to confirm that our results still held.
After analyzing the data, we conducted 41 interviews with high-performing CEOs in our data set and board directors who observed those CEOs to understand how leaders and boards think and talk about performance, tenure, and the critical moments and milestones in a CEO’s career.
Understanding this pattern—and the critical moments when performance tends to shift—will enable a new dialogue between boards and CEOs. Recognizing the typical stages of value creation can empower boards to drive accountability, support CEOs at each stage in the best possible ways, and think about the sustained success of the organization. For CEOs this framework can help build trust and transparency with directors, manage expectations, adapt to the changing context of their tenure, and assess, as one CEO told us, “the incredibly difficult question of ‘Are you still the right one for the task ahead?’”
Rarely do any two CEO tenures look alike. Each leader is on his or her own journey and faces very specific circumstances. Still, by comparing CEO performance on the basis of years in office rather than calendar years, and by viewing a composite of individual journeys, we have identified five distinct stages of value creation that many CEOs will experience during their tenure.
Year 1: The Honeymoon
Most CEOs achieve above-average performance in their first year. They enter the job with fully charged batteries, ready to take the lead. “In most cases, the person has longed for the job and has given thought to how they would operate and energize the organization,” one director told us. Enthusiasm for change lifts the stock price and unites investors, the board, and the organization.
During the honeymoon, CEOs learn to deal with competing priorities, decide where to focus their attention, and determine which stakeholders deserve a portion of their limited time. The key differentiator for later success is how much the new CEO learns versus merely operates. With so many demands on his or her time and attention, it can be easy to get stuck in execution mode. Actively developing the ability to step back, reflect, and recalibrate in view of early experiences expands a CEO’s tool kit, improves pattern recognition, and increases speed to action.
Most new CEOs find themselves on one end of the organizational-health spectrum as they enter the role. Either they inherited an enterprise with sound operations and a defined strategic direction or they’re now in charge of one in crisis, requiring a turnaround. For CEOs in healthy companies, less is more; the initial goal is to continue along an established path. Those inheriting a crisis take bold action instead. Though their approaches differ, both groups tend to experience a honeymoon, with optimism fueling above-average share performance.
Looking back at this period, some CEOs recognize that great financial results in their first year may have set an unrealistically high bar, potentially sowing the seeds for problems during the next stage. One chief executive recalled, “The stock overshot. You get momentum investors. But the CEO can’t go out and say, ‘You know what? The stock’s too high.’ The reality of performance hit, and we underperformed [in our second year].”
Year 2: The Sophomore Slump
After the exuberance of the honeymoon, the pendulum typically swings the other way, often driven more by unmet expectations than by significant problems. In some cases, an unanticipated challenge will garner more negative attention from investors than it deserves. As one CEO put it, “Somewhere in the first 12 to 18 months you are going to run into a buzz saw.”
CEOs should recognize the frequency of sophomore slumps and manage expectations about a potential slowdown. “Even when you think you’re communicating too much, you’re probably not communicating enough,” one director said. CEOs and boards can turn this early period of underperformance into an opportunity to work closely together, further refine strategic direction, and—most important—build trust and reset where necessary. When they recognize that they’re in this stage, directors are more likely to remain calm, support the agreed-upon direction, and not encourage management to take action for action’s sake.
However, a large performance dip during which the CEO and the board cannot sufficiently align may set the stage for future trouble. Our data shows that CEOs who experience a deep sophomore slump are significantly more likely to be ousted in later years.
How can boards tell if a CEO is experiencing a blip versus a longer-term problem?
High-performing CEOs told us that full transparency with the board, the leadership team, and investors helped them navigate the second year. They gathered valuable feedback and proactively sought one-on-one conversations to increase buy-in. Because of these trust-building actions, much of the early goodwill persisted, even as performance lagged. Boards should ask critical questions during this period, but they should do so constructively and supportively. A dialogue will help bring expectations—both positive and negative—closer in line with reality.
Years 3 to 5: The Recovery
If they survive the sophomore slump, most CEOs enter a period of favorable tailwinds. Their moves in the first two years begin paying off. The board has had a front-row seat for the CEO’s handling of the slump; investors can see positive outcomes and signal support. “You gained the trust of your team and coalesced by facing a crisis together,” one CEO told us.
CEOs in this stage are working hard for the future. By now their imprint is all over the organization: The strategic direction is set, the organizational culture continues to evolve, and positive board dynamics have been established. For some CEOs this is an ideal time to pursue M&A opportunities. It’s also when they experiment with ideas and plant the seeds for new initiatives, whether in R&D, product cycles, or capabilities to advance the strategy—often under the radar of other stakeholders. This is a period, said one CEO, when “your actions and the amount of work are not reflected instantaneously in performance and may be punished by the market in the short term.” By now the CEO should have enough experience to deal with that disconnect.
CEOs who have not thoroughly recovered from the sophomore slump can find themselves under growing pressure from the board. As one director told us, “It’s in the third or fourth year when the board starts asking the really hard questions.” Some CEOs who had come under pressure during this period told us they wished they had spent more time with directors outside the boardroom early on to build strong relationships. Many successful CEOs had done so, often going out of their way to meet with individual directors while traveling.
Toward the end of this stage, CEOs risk developing a blind spot. Confidence can turn into overconfidence, particularly if they’ve had several years of high performance. Some become restless. They may miss the frequent promotions and job changes they experienced on their path to the role—or recognize the strain on their lives and their families. Others start to focus on legacy-related questions; they think and talk about purpose. Some think about how long big investments will take to pay off and hesitate to put a lot of time and effort into a bet that might not be profitable until after they’re gone.
Years 6 to 10: The Complacency Trap
The recovery period is often followed by a time of prolonged stagnation and mediocre results. Performance may not be outright negative (and in some cases may be camouflaged by a rising market), but CEOs tend to struggle to deliver at the level of earlier years. One strong year may be followed by a couple of weaker ones. Unsure of whether a poor year signals major problems on the horizon, some boards delay intervening, whereas others act quickly to remove a CEO. Many CEOs in our data set left during this period, as you’d expect given the average tenure.
As CEOs enter this stage, the risk of complacency is high—at the CEO, board, and organizational levels. Now that they’re sitting firm in the saddle, some relax their grip. Some become overinvolved in outside activities—boards, speeches, charities—and are distracted from work. After several years in the top position, maintaining personal energy and keeping up with a fast-changing world are taking a toll. Several directors pointed to an incrementalism trap in which CEOs start to think about success less daringly or resist taking a hard look at their past decisions. In the early days, they were making changes to their predecessors’ decisions; now they need to revisit their own and admit when they’ve run their course. That can be more difficult.
CEOs who outperform in this stage recognize the need for reinvention. They stay focused on the business and continue to question the status quo. “Complacency was my biggest concern,” one told us. “Inside the company, people started to assume that we were going to deliver great results….I had to say, ‘No, we’ve got to keep finding new ways of doing things.’” In contrast, some leaders adopt an “If it ain’t broke, don’t fix it” mentality and fail to sufficiently rethink strategy. Even when the CEO recognizes the need to pivot, inertia on the board can slow or prevent change. Uncertainty about what and how to change can drag out the process, perhaps until it’s too late. One director observed that many CEOs “get defensive when performance starts to dip, which doesn’t serve them well.” Instead they should look for new opportunities for the company.
Some CEOs and directors describe this as a period of delayed gratification, when they willingly forgo short-term gains for long-term bets. These transformation efforts have the potential to reshape the organization, often with far-reaching effects on the business model. But pressure for short-term gains may continue to build, requiring CEOs and directors to stay closely aligned on the vision and the time frame. Delays in M&A activity or the product development cycle, longer-than-anticipated integration periods, or missed synergy targets add further pressure, temporarily dragging down TSR and distracting from potentially big payouts from a successful transformation. One CEO told us, “It is a painful period when product A is starting to decline but you can’t talk about product B that will succeed it. You know there’s a great story to tell; you just can’t tell it yet.”
The Five Stages of CEO Value Creation
A team of researchers at Spencer Stuart tracked year-by-year financial performance over the complete tenures of 747 S&P 500 CEOs and conducted in-depth interviews with some of them to illuminate the pattern of stages below.
For boards, the onset of the complacency trap presents a crucial question: Is our CEO a sprinter or a marathoner? Directors grapple with whether to bring in someone new or commit to a long-term vision with the incumbent. Our data shows that performance often spikes in the year of a significant event—a major acquisition, a technological innovation, a transition in a product cycle, a geographic expansion—with depressed returns in the preceding or following years. The board may begin to wonder whether the CEO is simply running out of ideas. One director said, “Some people have a clear view of how to steer the ship in the early years. I won’t call them one-trick ponies, but they do then struggle in their second act.” Even if directors begin mulling a leadership change, they tend to be hesitant. “The downside of a change in CEO seems huge to a board,” said one director. Our data suggests that boards should act decisively: Either accelerate the succession or protect the CEO from outside pressure.
Years 11 to 15: The Golden Years
CEOs who survive the complacency trap typically go on to experience some of their best value-creating years. Their long-term commitment and ability to reinvent themselves and the company are coming to fruition. Some CEOs described a flywheel effect: Projects and investments that produced no results early on were finally paying off.
By now boards’ additional trust in their CEOs has proved to be warranted. The CEOs have gained deep institutional knowledge, led through business cycles, and mastered several crises. The likelihood that one good year will be followed by another steadily increases. These CEOs have learned to navigate complex multi-stakeholder situations. “When you survive into the golden years, it means that…you have not only managed the company well, but managed your board well, managed stakeholders, anyone who could call into question your continuing survival at the top,” said one CEO. Many of the long-tenured CEOs we interviewed were motivated by the idea of building a legacy.
Their performance is explained in part by our sample. Most CEOs have dropped out of the race by this stage, whether for performance, health, or personal reasons, so it’s the strongest leaders who stay longer than a decade. Indeed, when we have shared our data, some observers have questioned whether the outperformance of the golden years is due solely to this survival bias—the fact that weaker leaders were weeded out earlier. But our research shows other factors at play. When we investigated attrition rates in our data, we saw CEOs leaving the job in consistent numbers year in and year out. If attrition alone explained the ups and downs, we would see corresponding movements in attrition and performance. Additionally, those CEOs who lasted into a second decade show a similar pattern of highs and lows over their tenure. Their survival wasn’t simply a function of their performance; the credibility and trust they built with the board and investors helped them stay the course in challenging years.
CEOs who survive the complacency trap often then have some of their best years.
In this stage the timing of succession becomes a key question for boards and CEOs. High-performing CEOs often have more discretion about when to step down. “If you’re successful for 10 years or so, it’s very hard for board members to look you in the eye and say, ‘You ought to go,’” said one CEO. “So you could stick around a long time and yet not be doing your job as well as somebody else could. I wanted to leave on a high note.” Although companies and investors benefit from having a high-performing, long-term CEO, it can complicate succession planning. A recent PwC study confirmed our findings that long-serving CEOs outperform others, yet succeeding a legendary CEO disproportionately results in underperformance and potential removal from office.
CONCLUSION
Corporate boards are under more pressure than ever before. Activist shareholders have become adept at exerting outsize influence and keeping directors on their toes. Index funds, which can’t sell shares when they are unhappy with a company’s leadership or governance, increasingly use their influence to hold boards accountable for CEO performance. This external pressure raises the odds of adversarial dynamics between CEOs and directors, leaving many CEOs feeling unsupported and misunderstood. Boards’ own view of their role has also expanded: Many now seek to add value to the most important decisions facing the company, ranging from strategy to talent and culture.
Our framework gives executives and directors a common language for candid conversations about potential risks and opportunities at each stage. It can help boards view performance in a larger context and avoid overreacting in moments of doubt—or tolerating mediocrity for too long. It can also help them collaborate on succession planning and identify an optimal moment for the leader to step down.
Энергия из батончика: история успеха R.A.W. Life
CEO облачного сервиса МойСклад Аскар Рахимбердиев встретился с основателями бренда R.A.W. LIFE — производителями натуральных батончиков. Эти ребята умудряются делать премиальный продукт на высококонкурентном рынке в кризисное время.
Александр Авакян и Сергей Петрищев, основатели бренда R.A.W. LIFE, выпускают 100%-натуральные батончики из орехов и сухофруктов, которые продаются 15 000 штук в сутки. За несколько лет они стали популярны не только среди тех, кто ведет активный образ жизни, но и у любителей качественных сладостей без сахара, красителей и консервантов.
Чтобы делать премиальные батончики, — рассказывает Александр, — нужны супер-качественные ингредиенты. В продукте нет консервантов, красителей и ароматизаторов, мы используем только натуральные масла и растительный протеин.
Мы не добавляем глицерин — влагоудерживающий агент, — фруктозу и заменители сахара. Если в составе указан финик, то это именно он, а не финиковая паста. Сладкий финик — значит сладкий батончик.
Финики — основной ингредиент. Мы их искали по всему миру — и в итоге остановились на сортах из Саудовской Аравии. Мы выбирали их у саудовских фермеров: они собирают финики прямо с пальм. Покупали и пробовали разные сорта, чтобы добиться этого идеального вкуса.
В производство мы берем именно тот конкретный сорт, который нам понравился. Очищаем финики и инспектируем: выбираем лучшие и из них делаем батончики.
Когда мы изучали кешью — поехали во Вьетнам искать именно те вкусные кешью, которые были нам нужны: белые и хрустящие. Фишка наших батончиков — крупные орехи. У нас есть оборудование, которое не использует никто в России. Это оно нам позволяет сделать так, чтобы орехи не ломались — и попадались в батончиках целиком.
В батончиках много клетчатки, так как мы используем финики, в которых она содержится в достаточном количестве, и не добавляем сахар. Батончик сладкий исключительно из-за сладости фруктов, — рассказывает Сергей.
Углеводы — это энергия. Это здоровый перекус в тот момент, когда силы покидают или вам негде поесть. Например, вы летите в самолете, переезжаете, на работе аврал — нет времени есть, а в кармане батончик. По сути, вы взяли фрукт и горсть сухофруктов с орехами, съели — и голод прошел.
Наши батончики часто едят в походах, во время активного отдыха, при подъеме на горные вершины. Наша продукция крута тем, что не твердеет от холода.
Тем, кто хочет похудеть, мы рекомендуем уменьшить порцию или есть батончики из линейки на растительном протеине. В них — смесь из трех растительных протеинов, много белка, аминокислоты. И нет фиников!
Сначала мы делали батончики для себя, так как решили отказаться от магазинных сладостей с сахаром.
Мы любим готовить, стали угощать друзей, всем нравилось. Однажды на пробежке решили попробовать делать это профессионально.
Для нового дела у нас был удачный бэкграунд — опыт работы в разных бизнесах. Мы с самого начала знали, как стоит делать, а как нет. Сразу стали искать место для производства и тех, у кого можно перенять опыт. Нашли партнеров — и сначала делали батончики у них. На старте было пять способов изготовления, и мы опробовали все.
Когда стало понятно, как все работает, мы съездили в Германию, купили производственную линию, обучились, и уже на своей площадке начали строить производство. Кстати, с момента понимания, что именно мы хотим, до выпуска первого батончика прошел целый год.
За это время мы арендовали помещение, пригласили архитектора и спроектировали линию, привлекли аудиторов, ребят, с которыми сотрудничает ВкусВилл. Они давали нам рекомендации, мы вносили изменения.
Мы начинали с 500 кв.м, а сейчас производство и склад — уже 1200.
За последние три года мы увеличились в три раза, а в пандемический год придумали много новинок, которые вот-вот появятся на полках. Например, выпустили крекеры без глютена, которые соответствуют философии нашего бренда. У них разные вкусы: цветная капуста-карри, томатная сальса, грибной фалафель. Мы используем муку маниоки из Южной Америки — и это позволяет изготовить их из овощей без глютена. Эти крекеры — уникальный продукт, ни у кого таких нет.
Чтобы получился батончик, сначала финики перебираются и отделяются от косточек. Потом сырье взвешивается, измельчается, и затем какая-то часть — например, крупные орехи, — вмешивается в общую массу. Все строго по рецепту. А дальше на формовочную машину и на упаковку.
Вкусы, которые мы выпускаем сейчас — кешью, пекан, макадамия, какао-мята и кокос, малина-лайм, лайм-имбирь, лесные ягоды, грецкий орех-кэроб. А еще батончики на растительном протеине. И трюфель! Это маленькие такие конфетки. У нас появятся смузи, которые надо будет просто миксовать с водой. Состав натуральный, как всегда. Например: протеин, ананас, апельсин, морковь, куркума.
Мы давно с МоимСкладом — с 2017 года. Выбрали по рекомендации знакомых, МойСклад круты лаконичном дизайном: интерфейсы не перегружены, сервисом удобно пользоваться. Система надежная, все работает как часы, без серьезных сбоев.
Мы пользуемся всеми функциями МоегоСклада: создаем заказы на производство и техоперации, делаем отгрузки, выставляем счета, подключили интеграции с банками.
Данные из сервиса мы выгружаем в Microsoft Power BI — развиваем аналитику: хотим знать причины отвалов, топ-10 контрагентов, приросты и падения выручки и так далее.
Мы хотели выделяться — и не прогадали. Использовали одними из первых яркие цвета в упаковке, сейчас – это тренд.
Постоянно придумываем новые и интересные продукты. Мы стараемся делать то, чего не делает никто.
Скоро обновим классическую линейку и освежим дизайн. Обогатим батончики витаминами.
Мы тратим на продвижение примерно 10% от бюджета — классика. Больше всего отдачи от Instagram, FB тоже работает, сейчас изучаем Tik Tok, много работаем с блогерами.
R.A.W. LIFE по определению не может быть дешевым, так как мы используем дорогое сырье. Наши преимущества – вкус и натуральность.
Очень хочется делать что-то классное, и чтобы этим пользовалось как можно больше людей. Можно сделать супер-упаковку, взять сомнительное содержимое, продавать дешевле — и заработать в три раза больше. Но это фикция. Мы делаем на совесть.
Когда видишь сотни крутых отзывов, это окрыляет. Значит, все не зря.
Dr. Mehmood Khan Named CEO of Life Biosciences
Mar 04, 2019, 14:35 ET
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«We are proud and humbled by Mehmood’s decision to join and lead our company,» said Edwards, former Chief Executive Officer of Life Biosciences, who remains President and assumes the position of Chief Investment Officer. «He brings a remarkable depth of business and scientific expertise to our team, and is exactly the right leader for Life Biosciences as we enter our next phase of growth. His contributions to our work will be immense.»
«Tristan and David have done a remarkable job establishing Life Biosciences as the leader in the longevity space,» said Khan. «Under their guidance, the company has grown tremendously and has already made much progress in tackling the issues of age-related decline. I’m excited to now work beside them in this next phase, continuing to grow and advance Life Biosciences.»
– Life Biosciences Overview –
Life Biosciences is dedicated to tackling the eight pathways of age-related decline (ARD) as the cause of the systemic breakdown of the body, rather than a series of isolated symptoms, events and conditions. The company brings together the world’s leading scientists and researchers to increase health spans and reduce disease for everyone, including companion animals.
When Edwards co-founded Life Biosciences in 2017, he developed its innovative structure as Chapter Two in his life, after a highly successful career as a global institutional investor, working across all asset classes. There are six Daughter companies working independently and together within the Life Biosciences research environment.
Family Life CEO
When do we learn to give up?
The greener grass or the right filter?
Reflections on a cultural code
Some thoughts on the future for art museums from a non-insider
There is a couple of things on my mind when I think about art museums. Some of them are specifically post-COVID, but globally speaking those considerations would be relevant to museums also in the absence of the global pandemic.
First, of course, a small disclaimer: who am I to talk about what art museums should do?
I am not an insider, I have never worked for an art museum or been on its board. Yet. Nevertheless, as a person whose work relates to the art field and most importantly as a person whose heart is in the art world, I take the liberty of voicing my humble opinion.
Long story short, here is what I’ve been thinking about:
I cannot help but wonder what is the rationale of physical existence for art museums in the modern world? What is their mission? What do they exist for? Are they meant to be the mere guardians of our cultural heritage? Or to be a bridge, a promoter, an inspirer, and a dialogue fosterer?
The current pandemic amusingly managed to engage many people with art (perhaps, even more than museums did in years before that). Countless museums and art galleries opened their virtual doors to millions and millions of people, and there have been amazing curated online exhibitions recently.
Just as an example:
take the canceled Van Eyck exhibition, which turned into an exciting virtual VIP tour guided by no other than a renowned researcher in the field of early-Netherlandish painting, co-curator Till-Holger Borchert. It was just great! I loved it!
(If you missed it, have a look here)
Had there been no COVID, would anyone be lucky to have such an experience?
On the other hand, the exhibition which could have been THE art event of the year has been canceled and no visitor stood next to the real Van Eyck artwork…
What does that leave us with. Is it better to stick to virtual and forego the real altogether, as it provides better engagement? Personally, I don’t think so, but I do believe that there is an urgent, pressing need to reconsider how museums are operating (how all of us are “operating”, in fact). As one avenue of thought, perhaps art museums need to increase their use of modern technologies like the AR (augmented reality), VR (virtual reality), and others to enhance people’s experiences. On the other hand, do people really need that?
One of the great virtual initiatives in the time of COVID has been #izoizolyacia (#covidclassics, and especially the Russian version of the hashtag #изоизоляция) — the flashmob on Facebook and Instagram where participants try to emulate famous paintings (certainly have a look at the hashtags if you still haven’t). Thousands of people participated (and still do). In fact, tens of thousands of people got engaged with art through this initiative. Will those people remain engaged, interested, or inspired by artworks in the future? I don’t know; but even if 1% of them do, that’s a lot of people.
Talking about engagement with art museums, one has to stress blockbuster exhibitions aimed at attracting huge crowds. However, to think about it, this exhibition-going experience for many people proves to be rather shallow. It is somehow peculiarly less about seeing and more about… being seen seeing.
Moreover, on the walls of museums and in their storages there are still countless masterpieces that do not profit from public interest anymore (nor have ever, for that matter). That makes me wonder how could art museums stimulate people to engage more with this art? Also, provided the social distancing, how could such an engagement still happen at all?
I am talking a lot about “engagement”, but the thing is — this engagement aspect really matters. Art is supposed to foster reflection, discussions, enhance the understanding of society and the world around us, stimulate creativity, dialogue, and continuous quest for improvement. Art is not made to be buried alive in the climate-controlled storage facilities; it is made to live and to be interacted with. Just having a museum and just putting some artworks on its walls does not stimulate engagement. I wonder what could?
Another thought elaborates on what I already mentioned — “do people really need that?” More precisely, it is about investigating the needs of museum visitors. In many museums e.g. in Belgium I was asked for the postal code, but wouldn’t it be more valuable to know what did I come for (from wherever I came from)? What are my expectations from this visit? What do I hope to learn, see, feel, experience? And at the end of my visit, wouldn’t it be valuable for a museum to know if I got what I was hoping for?
Finally, to complete this particular thought: what about those who never go to museums? Does anyone care to find out what is detracting them? Why don’t they? Could there be another way how to reach them?
In this post, I am not going to provide any answers, I just intended to voice some of the questions I have on my mind related to this subject. Hopefully that could trigger a dialogue.
So, now it is your turn: what do you think? What would the future for art museums be like according to you? And, as an add-on, if you never (or seldom) go to museums, why not? What could museums do to get to your heart?
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Moving back in with my parents at the age of 30, amazing.
Well, actually, it was not…
But that was also the moment I promised myself; it’s enough! My life needed to change. I had too many unreached dreams, too many re-starts, just to fail all over again.
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What you usually expect from a self-help book is to get a lot of information and ideas, and thoughts. Well, you will get this here too, but compared to all the others, I don’t stop there.
I know that reading through a bunch of pages is a good first step, but hey, it is only the first step. Only reading (regular) self-help books will get you nowhere. All you would end up with is more knowledge but not more results.
And I’m all about results…
The theoretical information you’ll get from my book is only the basis for which we start working together. It’s the practical application that makes all the difference. I know taking action is hard and needs quite a lot of motivation.
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Life Insurance CEO Says Deaths Up 40% Among Those Aged 18-64
The death rate for those aged 18-64 has risen an astonishing 40% over pre-pandemic levels, according to the CEO of Indianapolis-based insurance company OneAmerica.
The increase represents «huge, huge numbers,» among «primarily working-age people» who have employer-sponsored group life plans through OneAmerica, according to The Center Square.
«And what we saw just in third quarter, we’re seeing it continue into fourth quarter, is that death rates are up 40% over what they were pre-pandemic,» Davison said during an online news conference last week. «Just to give you an idea of how bad that is, a three-sigma or a one-in-200-year catastrophe would be 10% increase over pre-pandemic.»
«So 40% is just unheard of,» he added.
So the CEO in his own words. They are mandating vaccines in the workplace and raising premiums in lower vaccinated counties because they are mistakenly guessing here initially. The premiums will change to higher vaccinated areas as time moves on is my guess. He missed the plot. pic.twitter.com/avjFxkn7su
— Ed ☯️Free Thinker & Oracle (@DowdEdward) January 3, 2022
I can’t emphasize how big of a deal this is…actuaries just assess risk with math. They will be pushing the costs on to employers. Don’t trust VAERS?…well the actuaries trust math so they don’t care what you think.
— Ed ☯️Free Thinker & Oracle (@DowdEdward) January 2, 2022
According to Davison, the majority of deaths being filed are not classified as due to Covid-19.
It’s hard to hide 3 sigma events from actuaries with bullshit media propaganda…take note friends & read the thread this tweet is in. This actuarial datapoint is a game changer in the debate. https://t.co/JWH6eNjWR8
— Ed ☯️Free Thinker & Oracle (@DowdEdward) January 2, 2022
At the same news conference where Davison spoke, Brian Tabor, the president of the Indiana Hospital Association, said that hospitals across the state are being flooded with patients “with many different conditions,” saying “unfortunately, the average Hoosiers’ health has declined during the pandemic.”
In a follow-up call, he said he did not have a breakdown showing why so many people in the state are being hospitalized – for what conditions or ailments. But he said the extraordinarily high death rate quoted by Davison matched what hospitals in the state are seeing.
The number of those hospitalized in Indiana are now higher than before the Covid-19 vaccine was introduced a year ago, and is in fact higher than at any point in the past five years, according to Dr. Lindsay Weaver, Indiana’s chief medical officer.
Meanwhile, the article can’t be viewed in the UK.
Chief Executive Officer (CEO): 7 Key Roles and Responsibilities
Behind every company sits the Chief Executive Officer (CEO), who occupies one of the most glamorised jobs in the business world. Read on to discover 7 key responsibilities that this role entails.
Sitting comfortably at the top of the corporate ladder, the Chief Executive Officer (CEO) is a senior management position that undoubtedly carries with it a certain air of authority and influence. It’s easy to assume that the all-powerful CEO can do everything however and whenever they want. However, nothing could be further away from the truth.
Who is a ‘CEO’?
‘CEO’ is an acronym for ‘chief executive officer’, which is the highest-ranking executive of any given company. Think Jeff Bezos to Amazon, Elon Musk to Tesla, and Michele Buck to Hershey’s. The CEO is responsible for the overall success of the business, including the vision, mission, direction and overall strategy.
Who is higher than a CEO?
The CEO answers to the Board of Directors (BoD), a group of individuals who are elected by the company’s shareholders to look after their interests. They are directly accountable to the shareholders and have the ultimate governing authority within the management structure. Far removed from the day-to-day operations, their responsibilities include selecting and appointing a CEO, supporting and reviewing that CEO’s performance, and analysing and approving major policies and decisions.
Can a CEO be fired?
Yes – and it happens more often than you’d think. 2017 was a particularly eventful year, with scandalous tales behind Uber and The Weinstein Company resulting in the very public dismissal of their respective co-founders and former CEOs – Travis Kalanick and Harvey Weinstein.
The decision to fire a CEO is made by a vote of the company’s board, with little that can be done by a founder that doesn’t hold controlling shares of the company. Reasons for firing a CEO range from poor performance or loss of influence over the team to relationship issues with the board or improper conduct. And then there are occasions when companies simply outgrow their CEO’s capabilities.
CEO Roles and Responsibilities
1. Develop strategic objectives and direction
2. Implement proposed plans
CEOs direct and oversee the business’s overall strategic direction, developing high-quality business strategies and plans that align with both their short-term and long-term objectives. It’s their duty to communicate their approach across the company so as to ensure that its operations are working in accordance with its overarching strategy, with the end goal of maximising profits, increasing shareholder value, and improving market position.
3. Budgeting and forecasting
To the dismay of many, not all of a CEO’s financial responsibilities can be passed on to the Chief Financial Officer (CFO). Rather, a yearly budget has to first be set by the CEO to allocate capital in consideration of factors like net income, cash flow, and the valuation they wish to achieve.
With the help of the CFO, CEOs then consider variables such as industry fluctuations in calculating potential expenses, revenue, and profitability for the upcoming year. Only then is the burden lifted, with the CFO managing cash flow and performing fiscal and financial analysis throughout the year.
4. Public relations
The public naturally associates the CEO as being the face of the company, making them an almost obligatory marketing tool. As the business’s primary representative, the CEO is largely expected to exemplify model behaviour, with their public values and actions, both good and bad, having a great impact on the reputation of the company. For example, when Elon Musk smoked marijuana live on The Joe Rogan Experience podcast, it led to a 7% dip in Tesla’s stock price, due to growing controversy and concern over the CEO’s recent and rather bizarre behaviour .
5. Communicating with the Board of Directors
The board can easily become one of two things – a CEO’s greatest ally or the cause of his/her demise. Just as expectations must be communicated to employees, the board should be kept informed of important – and sometimes difficult – business decisions through regular board meetings. Communication between the board and the CEO is of the utmost importance, with transparency being key.
6. Tracking company performance
An executive understanding of the company’s performance, relative to other competitors, is a key part of the CEO’s role. Actionable insights can be derived from revenue growth, gross profit margins, and cumulative sales. These can then be used to shape further key performance indicators (KPI) to guide necessary adjustments and help the company meeting its new targets. In addition, monitoring the market – whether that involves potential acquisitions or significant regulatory developments in the industry – is crucial to helping the company withstand outside forces and progress towards its long-term goals.
7. Establishing working culture
From interns to managers to senior executives, everyone looks up to the CEO to a certain extent. Creating a healthy working culture means leading by example. By exhibiting the same working attitudes you expect of others, CEOs will gain respect and serve as better motivation for employees to reciprocate and do the same for them. A positive working environment should sit in line with company values, visions, and goals. With a productive working culture – and a clear set of company values, CEOs are able to better drive consistent, high levels of performance across the whole company.
Wrapping Up
So there you have it! Contrary to popular belief, the CEO lifestyle doesn’t just revolve around private jets, million-dollar mansions, and Michelin star restaurants. From financial planning to competitive strategies, CEOs work day and night behind the scenes to run – what they hope to be – a successful business.