Summary of Carolyn Dewar, Scott Keller & Vikram Malhotra's CEO Excellence

By IRB Media

Please note: This is a companion version & not the original book.

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#1 The best CEOs understand that uncertainty favors the bold, and they embrace it by constantly looking for and acting on opportunities that bend the curve of history.

#2 The most successful CEOs reframed what winning meant for their companies. They didn’t just raise aspiration levels; they changed the definition of success.

#3 The best CEOs find and amplify intersections between their company’s mission and the desires of their customers. They make it about more than just money.

#4 The best CEOs look for where their various aspects of their business and the market intersect. When Joly took over the company in 2012, Best Buy was losing $1. 7 billion. He knew that the company could help customers navigate the world of electronics by providing them with superior value.

• Language: English
• Publisher: IRB Media
• Release date: Mar 24, 2022
• ISBN: 9781669368519

IRB Media

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Insights on Carolyn Dewar and Scott Keller & Vikram Malhotra's CEO Excellence

Contents

Insights from Chapter 1

Insights from Chapter 2

Insights from Chapter 3

Insights from Chapter 4

Insights from Chapter 5

Insights from Chapter 6

Insights from Chapter 1

#1

The best CEOs understand that uncertainty favors the bold, and they embrace it by constantly looking for and acting on opportunities that bend the curve of history.

#2

The most successful CEOs reframed what winning meant for their companies. They didn’t just raise aspiration levels; they changed the definition of success.

#3

The best CEOs find and amplify intersections between their company’s mission and the desires of their customers. They make it about more than just money.

#4

The best CEOs look for where their various aspects of their business and the market intersect. When Joly took over the company in 2012, Best Buy was losing $1. 7 billion. He knew that the company could help customers navigate the world of electronics by providing them with superior value.

#5

CEOs were also able to find intersections that helped them grow their companies. For example, Lars Rebien Sørensen, the former CEO of the Danish pharmaceutical company Novo Nordisk, saw the unmet medical needs in society and knew what his company was good at: biologics.

#6

The goal of these companies was not to achieve financial success, but to help people achieve their personal best. When investors would punish Adidas for having a lower profit margin than Nike, Hainer would respond calmly that Adidas’s product development costs were higher because they were going to make the best performance product.

#7

The focus on restoring people to full life and health and letting shareholder value creation be an outcome of that creates a powerful motivation far beyond making money.

#8

CEOs are often inspired by the company’s past to create a clear, contemporary vision that boldly reframes the game. This involves a highly inclusive process.

#9

The best CEOs create a game-changing vision for their company. They rarely dictate their views, however, because people support what they help create.

#10

The vast majority of excellent CEOs we spoke to found ways to include their employees when setting their vision, with similarly impressive results. Raising the spirits of your leaders doesn’t happen overnight.

#11

The best CEOs don’t worry about the distinctions between vision, mission, and company purpose. They understand that a clear and simply articulated North Star