Any decision that makes its way to the CEO is onethat involves high degrees of uncertainty, nuance,or outsize impact. If it was simple, someone else-or something else-would do it. As the world growsmore complex, so does the nature of the decisionslanding on a CEO’s desk.
It used to be easier: CEOs relied on primarily financialresults andoperational reports, combined with intuition and experience, tomake decisions about the next best move for their organization.That’s notenough anymore.
Ask CEOs about theirmost challenging issues now and top-of-listitems move farbeyond financials into complex issues that requireahost ofinputs-AI;sustainability; cybersecurity; diversity, equity,andinclusion; stakeholder management. CEOs tell usit’s almostcrushing.
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