Are CEOS expected to be magicians

Are CEOs expected to be Magicians

Company boards, shareholders and customers all look to the CEO to perform exceptional feats. Whether it’s turning around a sick company, revitalising the share price, undertaking a merger or acquisition (M&A), or redefining the business strategy, the CEO is under immense and sustained pressure to perform.

Often, where the focus is an ailing organisation, the timeframe allowed for a turnaround is relatively small - perhaps only a year or two before the support of the board, and  shareholders evaporates.

CEOs are required to perform these achievements while dealing with all of the routine asks involved in the day-to-day running of a business. They are increasingly the target of

shareholder activism, as well as the brunt of accusations that they are overpaid and underperforming.

It raises the question as to whether the pressures being placed on CEOs to deliver these results are realistic, or even humanly possible in certain situations.

What impact is this pressure having on CEO tenure? How is the tight timeframe impacting key decisions on capital investment and long-term shareholder value?

And is the modern CEO becoming a type of scapegoat for structural faults that go beyond the capacity of any one individual?

This paper explores the array of demands confronting contemporary CEOs and looks at how well they are handling them, while also examining the way in which important business decisions are being impacted by sustained pressure for rapid results.

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