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Excuse my French but that statement itself smells suspiciously like bovine scatology "the idea of the superstar CEO turnaround artist, endowed with a managerial g factor enabling excellent leadership at any firm, is bullshit". The fact that the author picked Boeing as their example is particularly ironic since the CEO credited for one of the most staggering turnarounds in the history of corporate America, Alan Mulally, went from Boeing to Ford. It's *precisely* because he was an outsider that he saw more clearly the many dysfunctions of Ford and introduced the practices that eventually saved automobile giant. I'd recommend reading the excellent book https://en.wikipedia.org/wiki/American_Icon:_Alan_Mulally_and_the_Fight_to_Save_Ford_Motor_Company for more information.

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