Why Visionary CEOs Never Have Visionary Successors
Harvard Business
OCTOBER 20, 2016
If the Microsoft board was managing for quarter-to-quarter or even year-to year-revenue growth, Ballmer was as good as it gets as a CEO. Projects not directly related to those activities never got serious resource or management attention. They are hard to do in a company that excels at products. The result?
Let's personalize your content