Harvard Business Review - December 2009
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I have read several biographies of this amazing man and note how he does things that other lesser mortals could never get away with; he seems to achieve the blind loyalty of his staff, despite treating them appallingly by most standards. Nevertheless, despite this reservation, the article does have much to commend it.
It starts by making a statement that should be of interest to those CEOs who see their role as facilitating innovation by others; the evidence of the research is that the CEOs of the most innovative companies like to do it themselves. Other insights are that the really successful entrepreneurs have more than just these five skills.
They also have a desire to change the world, to challenge the status quo, to take risks and to be unafraid of mistakes. Perhaps the other factor that allows this to happen is the ability to create a business that does not rely on risk averse colleagues and shareholders; it is interesting that most of those who are mentioned in the article started off with close private ownership.
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