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CEO Program Research Briefs
Understanding patterns in CEOs' behavior
Deloitte published series of short articles that explore recent and relevant research about CEO thinking and behavior. We believe that the more people learn about the factors influencing their strategic leadership and decision-making, the more likely they are to develop stronger and better-balanced teams and lead their organizations to excel in the marketplace.
When a person becomes a CEO, is it just a matter of time before he or she loses the ability to be effective and to keep the company competitive? Do all CEOs inevitably become obsolete?
The answer is "No," but there can be a strong pull in that direction.
We live in a world where innovation is arguably more critical than ever before. To avoid complacency and the loss of competitive edge—and a performance gap that can be impossible to close—a CEO must be purposeful about introspection and committed to ongoing growth.
A CEO’s past may influence current behavior in ways he or she may not fully recognize.
Past experience matters; it can broaden an individual’s horizons, and may give them a boost when it comes to forging connections, seeking innovative views of the landscape, and making decisions based on robust information.
That being said, are older CEOs less risk-adverse than their younger counterparts? Do CEOs become more cautious about adopting new strategies the longer they’re in the top leadership position?