Why CEO stands for very important person: Outsiders or insiders – and in sickness and in health

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Choosing the right person as CEO, investing in them the responsibility to always do the right thing, and having only the highest expectations of them is what the top job is all about. Some succeed while others fail, and lessons can be drawn from both experiences.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Social implications

The paper provides strategic insights and practical thinking that can have a broader social impact.

Originality/value

The briefing saves busy executives and researchers' hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to digest format.

Citation

(2010), "Why CEO stands for very important person: Outsiders or insiders – and in sickness and in health", Strategic Direction, Vol. 26 No. 8, pp. 6-8. https://doi.org/10.1108/02580541011055643