Questions
Select from the links below to watch our panel respond to questions posed by the floor
- Is 100 days enough for a CEO to prove their worth?
- At which point should a new CEO begin to develop a corporate strategy?
- Whose role is it to look at succession planning: Chairman or CEO?
- Does the focus on the quarterly results make the City too short-termist?
- As a new CEO how can you tell if the culture of the new company will fit your strategy?
- How do you perform a cultural survey?
- Is a CEO appointed to change a culture or to fit an existing one?
- What do you do in the second 100 days as CEO?
- To what extent should a new CEO make their 'dark-side' and weaknesses apparent?
- How do you balance accountability, responsibility and delegation?
- Is there a time when the Chair has to take more of an operational role?