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The Last Five Percent Is Not Waste: The Leadership Case for Strategic Slack

Leave a Comment / corporate governance, leadership, management /

The article argues for the importance of strategic slack—reserves of capacity, time, options, and authority—within organizations. It emphasizes that efficiency shouldn’t compromise resilience against disruptions, illustrated through case studies of Toyota, TSB, Maersk, and Netflix. Leaders must carefully manage slack to sustain operations during crises.

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Two CEOs, One Center of Gravity: The Architecture of Shared Leadership

Leave a Comment / corporate governance, leadership, Uncategorized /

The co-CEO model is gaining traction among major companies like Spotify, Oracle, and Comcast, with Netflix serving as a case study since 2023. While shared leadership could enhance effectiveness, success hinges on designing authority structures that prevent conflicts. Effective co-CEOs need well-defined roles, a resolution protocol for disagreements, and strong board oversight. The model presents advantages, allowing diverse leadership but also risks creating ambiguity in authority. Companies like SAP and Salesforce highlight potential pitfalls, indicating that clarity in governance, alignment in leadership, and strategic need must drive dual appointments, ensuring accountable and cohesive leadership.

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The Face on the Screen Is No Longer Proof

Leave a Comment / corporate governance, leadership, Risk Management /

Generative AI has disrupted the traditional dynamics of authority within organizations, making executive impersonation increasingly feasible. Past fraud cases reveal vulnerabilities due to cultural norms prioritizing urgency and hierarchy over verification. Leaders must establish rigorous verification processes and promote a culture where questioning authority is encouraged for effective risk management.

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Your Trade Association May Be Lobbying Against You

Leave a Comment / corporate governance, Lobbying, Public Affairs & Communication /

Companies often delegate their public-policy advocacy to trade associations, which can lead to governance and credibility risks if their interests diverge. Boards must implement delegated-influence systems to monitor advocacy alignment, distinguishing acceptable differences from material misalignments. Effective oversight is essential for managing the risks associated with membership in these associations.

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The Apology Is Not the Repair: What Leaders Must Rebuild After Institutional Failure

Leave a Comment / corporate governance, crisis management, leadership /

An apology alone cannot restore trust after an institutional failure. Leaders must undertake a comprehensive repair process involving five essential proofs: establishing truth, ensuring accountability, providing remedies for harm, demonstrating enhanced capability, and obtaining independent verification. Effective repair requires time and can’t be solely based on apologies or sentiments.

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