To better understand the challenges and goals of today's CEOs, IBM consultants met face-to-face with the largest-known sample of these executives. Between September 2009 and January 2010, IBM interviewed 1,541 CEOs, general managers, and senior public sector leaders who represent different sizes of organizations in 60 countries and 33 industries. This group included 76 Life Sciences CEOs based in 21 countries.
These conversations offer valuable insight into the agendas and actions of global leaders.
The analysis includes connecting the performance of the companies with the actions of these CEOs. Certain organizations have delivered solid business results even in the recent economic downturn – and the people who lead them feel much more prepared for complexity ahead.
So, what are these "Standouts" doing to thrive? Our extensive analysis shows that CEOs leading standout companies are capitalizing on complexity to:
- embody creative leadership,
- reinvent customer relationships; and
- build operating dexterity.
The study is well worth reading and I will blog more on some of the key analysis in coming weeks. I will leave you with one difference to digest now though.
Life Sciences CEOs are even more likely than Standouts to favor quick decisions. In fact 48% more likely than the standout CEOs. Only 8% of Life Sciences CEOs favored thorough decisions alone as a style. I am keen to hear your thoughts on this finding.
Decision Style:
Link to some press and further dialog from readers can be found at: http://www.fastcompany.com/1648943/creativity-the-most-important-leadership-quality-for-ceos-study
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