The Chief Executive Officer | WHERE HAS THE INFORMATION GONE?

CEO – Complete Execution Omnipresent
As part of the CEO’s daily functions, he or she must oversee the organizations budget, manage expectations, approval capital and resource investments, manage change and unexpected events.  As part of the “managing up”, the CEO must have a clear and defendable understanding of the exposures, risks and opportunities of the day.  To accomplish this requires access to accurate and definitive data, supported by confidence of the expectations and the ability to manage negative “outcomes” in the event unforeseen circumstance impact Monthly, quarterly or annual achievement.

What would the most frustrating thing for a Chief Executive in today's company be?  There are certainly a few but where would weekly management meetings figure in this list? Think on it. When something goes wrong each division manager is looking at the problem from their department’s point of view, and it ends up in a blame game between the managers.

“Operations can’t do that because Sales overcommitted in the sale”  or  “The marketing plan was sound it was the sales people who didn’t follow up with the leads properly” or  “We are not confident with making the target this quarter because we don't have the budget from Finance to cover the accounts we wanted to” etc. etc.

Some may point out the similarity between an Cheif Executive and a parent trying to find out which child has took the cookies from the cookie jar. Who is responsible? Who is accountable? At what point does this just become an irritation for the CEO? Shouldn’t they be focusing time on more important matters like making policies, focusing on strategy and tweaking tactics?

Building Healthy Organizations... what are the recipes for success?  As stated in a recent McKinsey Quarterly |

The problem
Only a third of excellent companies remain excellent over the long term. An even smaller percentage of organizational-change pro- grams succeed.

Why it matters
For-profit, nonprofit, or public-sector organizations that beat the odds not only thrive but are also the most meaningful and rewarding organi- zations to lead.

What to do about it
Embrace the reality that organizational health propels performance. Then transform both simultaneously, with an eye to creating a capacity for continuous improvement. Start the process by determining, given your unique circumstances, where you want to go and how ready you are to go there.

To sustain high performance, organizations must build the capacity to learn and keep changing over time.

Click to see video here.

McKinsey Quarterly