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by bgetch.
Overview: Fortune’s cover shouts, “Business is Back” featuring a giant fist punching through a veneer. The story details data of business’ respectability increasing and a rise in CEO outspokenness on broad issues like employee benefits, security and the environment.
The next day, a front-page feature in the Wall Street Journal describes a quiet revolt in which new leadership at Boeing (Jim McNereny), H-P (Mark Hurd), and AIG (Martin Sullivan) are more effective but also “more beholden to their boards of directors and more susceptible to the influence of a broad range of outsiders — regulators, accountants, attorneys general, hedge fund managers, union bosses, proxy advisory services, trial lawyers, public pension funds and nonprofit activists.”
So, which is it? Are chief executives boldy speaking out again and retaking the throne of the imperial CEO? Or, following Sarbanes-Oxley, are boards looking for consensus CEOs who keep their heads down and noses clean?
The answer is neither. The answer is that CEOs and organizations are appreciating the power and influence of stakeholders and are engaging them. The modern CEO is now a CSO…Chief Stakeholder Officer.
Research Issues:
1. Weakened Public Companies? Executives still have to be executives. That means gathing information and making decisions, even if you’re broadening the information sources.
2. Drawing a line. An executive can spend a lifetime running around and gathering opinions from stakeholders who may or may not influence and affect a corporation. How can stakeholders be prioritized and the wheat separated from the chaff in terms of whose opinions should be weighed more heavily?
Posted in Stakeholders, Companies Tracked | Print | No Comments »