CEO is not a difficult job. You need much less data to control the whole enterprise than, say, the head of engineering, production, quality assurance, risk management ... and she can move more easily among the business, government, social spheres, ..... There is no need to predict future if you are part of a tribe that can create it. Usually, they need to work significantly less than a quant?The headache of a CEO begins, if she decides to do micromanagement.The prototype: Austria's steel company is too small and too less diversified to overcome in a global market (said the brilliant advisors from the "Top Consulters" - pointing to the large mergers .. ). The CEO is a lawyer (perfectly skilled for mergers ..) - but he talks about steel, like about technology. And they are still alive and make a lot of money. In short, great CEOs do not analyze, they create - often just along their personal preferences. If they like to focus, they focus, if they like mix work, they diversify ...

"There is no need to predict future if you are part of a tribe that can create it"It's funny because this sentence is the motto of the Kelloggs business school The shifts from functionnal manager to enterprise leader :-from tactician to strategist-from specialist to generalist -from analyst to integrator-from bricklayer to architect-from problem solver to agenda setter-from warrior to diplomat-from supporting cast member to lead roleThat's definitively not the same job

QuoteOriginally posted by: frenchX"There is no need to predict future if you are part of a tribe that can create it"What's the product?

QuoteOriginally posted by: frenchX"There is no need to predict future if you are part of a tribe that can create it"It's funny because this sentence is the motto of the Kelloggs business school The shifts from functionnal manager to enterprise leader :-from tactician to strategist-from specialist to generalist -from analyst to integrator-from bricklayer to architect-from problem solver to agenda setter-from warrior to diplomat-from supporting cast member to lead roleThat's definitively not the same jobabout the motto ... exploring the origins but this ls also true for quants - each model that is widely used is a game rule ... unfortunately the responsibility behind this is not so well recognized?But on the CEO level it is not modeling - it is networking

QuoteOriginally posted by: exneratunriskQuoteOriginally posted by: frenchX"There is no need to predict future if you are part of a tribe that can create it"It's funny because this sentence is the motto of the Kelloggs business school The shifts from functionnal manager to enterprise leader :-from tactician to strategist-from specialist to generalist -from analyst to integrator-from bricklayer to architect-from problem solver to agenda setter-from warrior to diplomat-from supporting cast member to lead roleThat's definitively not the same jobabout the motto ... exploring the origins but this ls also true for quants - each model that is widely used is a game rule ... unfortunately the responsibility behind this is not so well recognized?But on the CEO level it is not modeling - it is networkingQuoteWe are still the masters of our fate. No, our neurons are. It is pure reaction.