The contemporary corporate landscape is no longer defined by cycles of stability interrupted by occasional volatility. Instead, we have entered an era of permanent disruption where geopolitical friction, fragile supply chains, and the relentless evolution of technologies like generative AI shape the daily operations. For the modern CEO, the role has shifted fundamentally from mere stewardship to a complex model of adaptive leadership.<\/p>\n\n\n\n
In a series of dialogues conducted by Jean-Fran\u00e7ois Manzoni, Professor of Leadership, Organizational Development, and Corporate Governance at IMD, six global CEOs shared the refined strategies they apply to steer multi-billion-dollar enterprises through these unpredictable waters. Representing a diverse cross-section of industries, from the high-stakes semiconductor world of ASML to the bioscience frontiers of Novonesis, these leaders offer a masterclass in modern governance. While their sectors vary, their insights converge on three foundational pillars: the necessity of radical openness, the discipline of strategic delegation, and the cultivation of an internal \u201ccenteredness\u201d that fuels continuous transformation.<\/p>\n\n\n\n
1. Leading with Clarity and Openness<\/strong><\/p>\n\n\n\n In academic circles, we often discuss the \u201csocial contract\u201d within a company. For Morten Wierod, CEO of the Swiss engineering giant ABB, this contract is built on the currency of transparency<\/em>. Wierod, a lifelong \u201cABB-er\u201d who assumed the role in 2024, challenges the traditional notion that leadership is an inherently a \u201cgenius working alone\u201d<\/em> experience. By fostering a culture of openness, he argues that the \u201cloneliness at the top\u201d<\/em> becomes a manageable myth rather than a structural reality. Wierod\u2019s leadership philosophy introduces a provocative concept: impatience as a virtue<\/em>. In a turbulent market, impatience acts as a catalyst for innovation. However, Wierod applies this by distinguishing between actions and results. A leader must be impatient with the speed of internal execution while maintaining the strategic patience required for long-term investments to mature.<\/em><\/p>\n\n\n\n To bridge the gap between executive vision and mid-level execution, Wierod utilizes \u2018level-up thinking.\u2019 He challenges his team to analyze proposals from the perspective of their superiors. If managers ask themselves, \u2018If I were the CEO, would I approve this allocation of resources?\u2019 they are forced to transcend their departmental silos and align with the broader corporate strategy. This clarity reduces friction and ensures that openness is not merely \u2018being nice,\u2019 but being \u2018politely direct\u2019<\/em> with the intention of collective improvement. Christophe Fouquet, CEO of ASML, supports this by noting that transparency is the only antidote to the variables we cannot control, such as global macroeconomics or shifting export regulations.<\/p>\n\n\n\n 2. Strategic Delegation and Unique Value<\/strong><\/p>\n\n\n\n A recurring theme in Manzoni\u2019s dialogues is the \u201cCEO Paradox\u201d: the more power a leader has, the less they should involve themselves in the operational details of the business. Transitioning to the top role requires what Poul Weihrauch, CEO of Mars, describes as an \u201coperational letting go.\u201d<\/em> Moving from a business unit leader to a \u201cleader of leaders\u201d<\/em> is a psychological hurdle that requires a shift in how one measures personal success.<\/p>\n\n\n\n At Mars, this is operationalized through \u201cdifficult decision drills.\u201d The leadership team practices vulnerability and real-time feedback, pausing meetings to address interpersonal dynamics before they calcify into organizational silos. Weihrauch\u2019s approach is a reminder that the CEO\u2019s primary responsibility is to ensure the \u201cbest leaders are at all levels.\u201d<\/em> If a CEO fails to delegate or hold their team accountable, the ultimate price is paid by the \u201cassociates\u201d at the bottom of the pyramid who suffer under suboptimal leadership.<\/p>\n\n\n\n Similarly, Loh Chin Hua, CEO of Keppel, offers a disciplined framework for prioritization.<\/em> Having pivoted Keppel from a traditional industrial conglomerate into a sophisticated global asset manager, Loh emphasizes that he only \u201cinfluences the battle\u201d where he can add unique value<\/em>. In the business framework of Core Competencies, Loh applies this to the CEO\u2019s time: once a capable team is in place, the leader must resist the urge to micromanage and instead focus on the strategic horizon.<\/em><\/p>\n\n\n\n For Ester Baiget, CEO of Novonesis, this \u201cunique value\u201d is redefined as the role of Global Sensor. By delegating internal operations, Baiget is free to serve on international boards and co-chair global climate initiatives. She views her role as \u201cconnecting the dots\u201d,<\/em> scanning out global signals regarding sustainability and regulation and translating them into actionable strategy for her organization. In this model, the CEO is not the \u201cChief Answer Officer\u201d<\/em> but the \u201cChief Question Officer,\u201d<\/em> using external engagement to future-proof the firm.<\/p>\n\n\n\n 3. Staying Poised Amidst Volatility<\/strong><\/p>\n\n\n\n Perhaps the most profound insight from these dialogues is the importance of the leader\u2019s internal state. In a world of \u201cBlack Swan\u201d<\/em> events (unpredictable occurrences with massive, widespread impact), the ability to maintain composure is not just a personality trait; it is a strategic asset.<\/p>\n\n\n\n Loh Chin Hua\u2019s experience during the 2020 collapse, where Keppel faced record-low stock prices and a withdrawn takeover bid, serves as a case study in cognitive reframing. Loh advocates for \u201cbeing kind to yourself.\u201d By extricating himself from the emotional weight of a crisis and looking at the situation from the outside<\/em>, he was able to \u201cmove the chains,\u201d an American football metaphor for incremental progress. This philosophical approach prevents the \u201cfrustration of unfairness\u201d from paralyzing decision-making.<\/p>\n\n\n\n This resilience is often the product of a deliberate learning journey. Rohit Jawa, former CEO of Hindustan Unilever (HUL), emphasizes that a leader must \u201cperform and transform\u201d<\/em> simultaneously. This applies not just to the company, but to the self. Jawa\u2019s career was marked by \u201cepisodic growth,\u201d<\/em> where every five to ten years he would consciously evaluate his competencies and identify the gaps needed for the next level of leadership.<\/p>\n\n\n\n Jawa\u2019s commitment to \u201cemotional well-being\u201d and reflection highlights a shift in executive education. Modern leadership requires a transition from ego-driven validation to curiosity-driven creation<\/em>. As Fouquet notes, once a leader stops trying to \u201cprove\u201d themselves to others, they gain the mental space to ask: \u201cWhat can we do differently?\u201d<\/em> This humility allows a leader to acknowledge that the strategies that brought them to the top may not be the ones that keep the company there.<\/p>\n\n\n\n The New Leadership Paradigm<\/strong><\/p>\n\n\n\n The insights obtained by Professor Manzoni underscore a fundamental truth: the modern CEO must be both an anchor and a sail. They must provide the stability of openness and balance while maintaining the agility to delegate and pivot in response to global signals. For entrepreneurs and business leaders, the lessons are clear. High performance is not the result of a single brilliant mind, but of a high-trust ecosystem. It requires the courage to be honest when things are difficult, the discipline to empower others even when it feels like losing control, and a relentless commitment to personal evolution.<\/p>\n\n\n\n As we navigate the complexities of the business environment, the most successful leaders will be those who recognize that their greatest contribution is not their presence in the \u201cengine room,\u201d<\/em> but their ability to foster a culture that can navigate the storm without them.<\/p>\n<\/body>","protected":false},"excerpt":{"rendered":" The contemporary corporate landscape is no longer defined by cycles of stability interrupted by occasional volatility. Instead, we have entered an era of permanent disruption where geopolitical friction, fragile supply chains, and the relentless evolution of technologies like generative AI shape the daily operations. For the modern CEO, the role has shifted fundamentally from mere […]<\/p>\n","protected":false},"author":1,"featured_media":0,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"nf_dc_page":"","om_disable_all_campaigns":false,"_monsterinsights_skip_tracking":false,"_monsterinsights_sitenote_active":false,"_monsterinsights_sitenote_note":"","_monsterinsights_sitenote_category":0,"_jetpack_memberships_contains_paid_content":false,"footnotes":""},"categories":[15,12,17],"tags":[],"class_list":["post-304","post","type-post","status-publish","format-standard","hentry","category-leadership","category-management","category-management-strategy"],"yoast_head":"\n