Sections
| Title |
|---|
| Table of Contents |
| Overview 2 |
| Catalyst 2 |
| Summary 2 |
| Despite power, CEOs persistently miss scandals 6 |
| Volkswagen scandal reveals shortcomings of CEO system in major organizations 6 |
| Wells Fargo demonstrates dangers of CEOs imposing poor working culture on companies 7 |
| 'Great man of history' approach does not work on CEOs 9 |
| Blind faith in CEOs does not help companies to perform better 9 |
| Illusions about transformative CEOs are unhelpful to company performance 10 |
| Performance of CEOs can only be assessed years after major business decisions are taken 10 |
| Succession poses serious difficulties for major businesses 12 |
| Big changes at Samsung following imprisonment of Lee Jae-yong 12 |
| Malaysian tycoons strike problems in handing over power to new generation 13 |
| Succession planning is lacking in many large businesses, storing up future problems 14 |
| CEO pay - validity arguments rumble onwards 16 |
| Rewarding spectacular failures undermines belief in CEO worth to major companies 16 |
| High pay can influence CEO decision making, causing problems to large businesses 17 |
| Despite holding unfashionable views, advocates claim high pay improves company performance 18 |
| Entrepreneurs have history of not making good CEOs 19 |
| Entrepreneurs frequently fail transition from head of start-up to CEO 19 |
| Founding CEOs can accrue too much power in attempt to solidify control of companies 20 |
| Many changes are required for successful transformation from entrepreneur to CEO 20 |
| Conclusions 21 |
| Problems associated with CEOs need to be addressed to improve business performance 21 |
| Appendix 22 |
| Sources 22 |
| Further Reading 22 |
| Ask the analyst 23 |
| About MarketLine 23 |
