CEO's first 100 days - 5 Mythe

Myth 1. Find out short coming
Better alternative: harmonize with the the company

Myth 2. Do something and go for quick wins.
Better alternative: Find out what ticks in the company.

Myth 3. Establish new team by identifying the best functional specialists.
Better alternative: Focus teamability.

Myth 4. Define and communicate performance standards
Better alternative: First communicate how you want to be evaluated.

Myth 5. Show that you are the smartest man.
Better alternative: Recognize the functional specialization and expert knowledge of other. Only show ability to assess the key assumption behind the analysis.

Authors of the post
Roselinde Torres
Peter Tollman
Senior Partners, Boston Consulting Group.
http://blogs.hbr.org/cs/2012/01/five_myths_of_a_ceos_first_100.html

Entrepreneurial CEO vs Maintenance CEO

Entrepreneurial CEOs oversee development and introduction of new products, new processes, new plants and new markets. An entrepreneur is defined that way. An entrepreneur is born when he is able to combine the factors of production in a different way and create value.

Maintenance CEOs are good at producing and selling the existing products in the existing markets using existing processes in a growing or stagnant phases. But many times in stagnant phases, some entrepreneur CEO achieve extraordinary results, and there is a demand all around for more entrepreneurial CEOs and the maintenance CEOs come under pressure.


Entrepreneurial CEOs have talents that are different from operational CEOs: Marc Effron

68 responsibilities of CEO

http://www.clevelenterprises.com/articles/68_ceo_responsibilities.htm

THE ROLE OF CHIEF EXECUTIVE OFFICER

Margaret B. Glick
School of Education


Colorado State University
Fort Collins, Colorado
Spring 2011


Doctoral Committee:
Advisor: Thomas J. Chermack
Gene W. Gloeckner
Susan A. Lynham
Jennifer K. Bond


The purpose of the study in thesis was stated as to address the gap in literature on the role of CEO. Research on the role of CEO is  outdated, as the theory deduced by Mintzberg in the 1970s
has not been  refined and updated in recent days. A major goal of the survey research carried out in this thesis was to use the insights provided by CEOs to improve general understanding of the major roles
played by CEOs and how they generally allocate their time in various critical functions.


The CEO survey instrument was developed based on 31 roles identified from the literature. The survey was sent to CEOs selected from a purchased database and e-mail was used to contact CEOs. The study focused on three research questions: What is the role of CEO, how CEOs allocate their time to roles, and what new or further roles are indicated by CEOs apart from the 31 mentioned in literature so far.

Full thesis can be downloaded from
http://digitool.library.colostate.edu///exlibris/dtl/d3_1/apache_media/L2V4bGlicmlzL2R0bC9kM18xL2FwYWNoZV9tZWRpYS8xMjAzMzk=.pdf