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The pandemic has presented a major challenge for businesses and their CEOs that is unlike any other with changes ranging from the abrupt dislocation of how employees work, how customers behave, how supply chains function and what ultimately constitutes business performance. In this article, four major shifts in how CEOs are leading are explored. These shifts include unlocking bolder aspirations, elevating their “to be” list to the same level as “to do” in their operating models, fully embracing stakeholder capitalism and harnessing the full power of their CEO peer networks. The article delves into how these shifts hold the potential to thoroughly recalibrate any organization, how it operates, the company’s performance potential and its relationship to critical constituents.

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