The CEO as Chief Performance Officer

The CEO as Chief Performance Officer

Top executives may be so preoccupied with specific functional responsibilities that they can’t state why customers buy products and services from their company rather than its rivals.
One CEO, who understood this problem, wanted an aggressive new growth strategy but feared that the organization didn’t recognize its wide-ranging implications. He therefore assembled top managers for workshops exploring them. The team’s members quickly learned that developing a common perspective is hard.
After six workshops (described in detail), they realized that excellence in one key function is no longer enough. All activities count, particularly their role in creating customer value. This broadening of the performance challenge directly affects what CEOs do.