SAMPLE ISSUE 01
Sample conversation · Strategy
How to think when the old rules no longer work.
Sample interview
Illustrative editorial formatExplore the interview ↗
Illustrative editorial formatExplore the interview ↗
Inside
the CEO
Conversations with CEOs and C-level leaders about how they think, make decisions and build companies.
Conversations worth returning to.
All · Strategy · Leadership · Growth02 · LEADERSHIP
Inside the CEO
The decision a CEO cannot delegate.
Coming soon · 12 min read
03 · GROWTH
Inside the CEO
What changes after the first hundred people.
Coming soon · 9 min read
04 · CULTURE
Inside the CEO
How culture keeps pace with the business.
Coming soon · 14 min read
Daily editorial selection
Each story has its own pageCEO Radar.
McKinsey & Company
Why major projects fall behind before work begins
Why this matters to CEOsMcKinsey shows how a capital-project schedule can assume rates of work that the team cannot physically achieve. For CEOs and project owners, this is a question of planning quality, contractor transparency and early action on deviations.
Fast Company
A new CEO and the founder: how to avoid two centres of power
Why this matters to CEOsWhen a founder remains chair after a new CEO arrives, the formal handover does not always change the informal routes through which decisions are made. For investors and senior leaders, this is a question of authority design, not just personalities.
McKinsey & Company
Profitable but short of cash: where working capital gets trapped
Why this matters to CEOsMcKinsey explains why cash flow depends on sales, procurement, inventory and capital-project decisions, not only on the finance department. This is a shared management task for the CEO and CFO.
Fortune
How large companies can keep their ability to grow
Why this matters to CEOsFortune’s new Future 120 list and BCG’s methodology suggest that long-term growth depends not only on a product or sector, but on ambition, capital allocation, capable teams and a culture that can renew itself.
The themes shaping the CEO’s agenda.
Six areas where leaders need to understand context and consequences.
AI and transformation
From pilots and automation to a new operating model.
Strategy and growth
Markets, priorities, scale and new sources of performance.
Leadership and the C-suite
Roles, accountability and the quality of team decisions.
Management systems
Rhythms, metrics and mechanisms that make a business manageable.
People and culture
Organisational design, change and an environment for performance.
Markets and risks
Signals that could change an owner’s decisions this quarter.
Deep reads.
A closer look at decisions.
Original articles and analyses of management practices — for readers who want to understand both the conclusion and how it works.
Leadership and culture8 min
Cultural debt: why new skills do not change a company’s old rules
The company teaches people to work differently but rewards old behaviour. How to recognise cultural debt in decisions, authority and incentives — and start paying it down.
Read article
Revolut Playbook7 min
Building performance management from scratch: the Revolut Playbook
What has a person delivered, at what level can they operate, and how do their actions affect the team? The Revolut Playbook turns these questions into a decision system — from expectations to careers and rewards.
Read article
Author column4 min
When Everything Depends on the CEO: How to Build an Accountable Executive Team
How can a top team share accountability and authority, coordinate across functions, and make following through on commitments a regular practice?
Read articlePractice · Working toolsCEO
CEO
Playbooks.
01OKR implementation templateTemplate · PPTX ↗
02Corporate strategy templateComing Soon
Explore Playbooks ↗Our editorial principle
Beyond the title.
Into what happens inside.
01Decisions that changed a company’s trajectory.
02Doubts that never make it into a press release.
03Personal principles of leadership and accountability.