Inspirace pochazi z tohoto clanku. Prectete si to v originale. Vytahuji dva odstavce, ktere me nejvice mluvi z duse. Nebudu to cele prekladat. Jen nejdulezitejsi myslenky.
1. Chce to odvahu. Neni to jako u pripadovych studii ve skole, kdy mate k dispozici vetsinu informaci. Jako CEO budete mit k dispozici mene nez 10% informaci a budete se muset rychle rozhodnout. A u hodne rozhodnuti vam vasi investori, zamestnanci a zakaznici nebudou souhlasne tleskat.
2. Nikdy neni dostatek casu sesbirat vsechny informace. Nejde se zastavit. Nemuzete prestat delat vsechny aktivity a venovat cas dukladne analyze pro jedno rozhodnuti. CEO musi udelat kazdy tyden stovky malych i velkych rozhodnuti.
Courage is particularly important, because everydecision thata CEO makesisbased on incomplete information. In fact,at the time of the decision, theCEOwill generally have less than 10% of the information typically present in the ensuing Harvard Business School case study. As a result, the CEO must have thecourageto bet the company on a direction even though she does not know if the direction is right. Themost difficult decisions (and often the most important) are difficult precisely becausetheywill be deeply unpopular with the CEO’s most important constituencies (employees, investors, and customers).
As CEO, there is never enough time to gather all information needed to make a decision. The CEO must make hundreds of decisions big and small in the course of a typical week. The CEO cannot simply stop all other activities to gather comprehensive data and do exhaustive analysis make that single decision. Knowing this, the CEOmust be continuously and systematically gathering knowledge in their day-to-day activities so that they will have as much information as possible when the decision point presents itself.