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Chief executive officer: Difference between revisions
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Until then, whatever the [[CEO]] wants, he gets, however flagrantly it tramples on practical traditions, carefully-wrought operating models, or simple precepts of common sense. The conflicted look on the physog of the head of compliance as she rumbustiously insists tanks roll over a thoughtful policy framework she herself spent years designing, because of an offhand remark at the end of a Management Committee meeting, is a sight to savour. | Until then, whatever the [[CEO]] wants, he gets, however flagrantly it tramples on practical traditions, carefully-wrought operating models, or simple precepts of common sense. The conflicted look on the physog of the head of compliance as she rumbustiously insists tanks roll over a thoughtful policy framework she herself spent years designing, because of an offhand remark at the end of a Management Committee meeting, is a sight to savour. | ||
It is | It is important to separate the wheat of definitively dumb initiatives actually originating with the CEO, to whose beat all must immediately march, from the chaff of crappy deals a [[salesperson]] has tried to ram through by [[The CEO wants this to happen|taking his boss’s name in vain]], of course. | ||
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