Shaping Executive Perspectives

This book encourages readers to use the ideas presented as a springboard for their own perspectives and styles. The perspectives and methods discussed in this book are helpful when dealing with a company's strategic imperatives. The book is aimed at motivating and helping leaders cultivate their own ideas, approaches, and perspectives. It encourages leaders to cultivate perspectives that fit their personal preferences and organizational practices.

This book starts its exposé from the top of a company or corporate leadership. The CEO's Leadership Imperatives. It addressed the CEO's role in an organization and discussed some business imperatives a CEO cannot delegate to subordinates. This book addressed the profile and characteristics a modern CEO should possess. Such generic attributes like outstanding leadership and excellent operational execution are discussed. The book suggests that a CEO must have skills such as being an influential strategic thinker, a great people manager, and the ability to engage with external constituencies effectively. A modern CEO must possess these qualities to navigate the complexities of contemporary business terrain effectively. The chapter advises that these qualities can be incorporated into a company's criteria for a new CEO. Great CEOs provide capital investments that constitute the total cash a company requires pursuing its objectives. Capital investments are the essential means by which a company can provide its goods and services to customers. And investors and analysts closely watch the total amount of debt a company has on the books, and because of this, they have an unfavorable outlook when a company has an enormous debt. Effective CEOs build their organization's culture because they understand that the strength of a company's culture can determine how well it will triumph through adversity. Strong organizational culture can also help determine how well a company would deal with prosperity. And great CEOs set up a culture of regular measures of how well their companies perform. They regularly and consistently measure their organization's performance and hold everyone to a high standard required to accomplish the company's goals. When the CEO demands accountability for the high-performance standard, the company's productivity usually performs at its maximum. The CEO sets the strategic agenda and the verification system for business performance metrics. In addressing the CEO's profile, this chapter clarified that a modern CEO must make brilliant decisions. The CEO owns the execution of major decisions in the company; therefore, she is responsible for the strategic or major business decisions. She is responsible for adequately guiding major business plan execution. She is also responsible for determining what and how they are measured.

Kenneth O'Haeri is a business and technical consultant and a writer. For more than 20 years, he has been helping major companies in US, Canada and the UK in their corporate and business strategic planning and monitoring. He has helped companies in implementing systems for business analysis, metrics and dashboards. He worked with major aircraft engine manufacturer to capture and store engine performance data. And he later helped in implementing metrics that identified and calculated key engine metrics. Kenneth also helped companies on a significant number of business performance metrics, which helped them fine-tuned their strategic imperatives. Kenneth has written customer facing professional documents for companies for over 18 years and counting. His documents have been delivered to many top executives who used his recommendations to make the necessary changes that enabled them to head off certain strategic challenges. In 2018, he took part in a coaching program and spent significant hours training off-shore employees and contributed to many customer consulting engagements.